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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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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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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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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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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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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Carrefour Carrefour is the second largest and more successful hypermarket company in the world behind Wal-Mart. In Europe is the hypermarket with more revenues and sales. Carrefour has presence in 30 countries around the world and owns 12.028 stores worldwide (Carrefour‚ 2006). Carrefour founded the idea of retail-shop which means food- retailers and contains supermarkets‚ hypermarkets‚ hard discount‚ convenience stores‚ cash and carry‚ and e-commerce. Carrefour was created in 1959 by the Fournier
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Carrefour FIN4812 International Finance Case Analysis CARREFOUR S.A This report is created with a discussion over several important international finance topics for instance‚ interest-rate parity‚ currency risk management‚ regarding description on Carrefour S.A. financing policies as well as hedging strategy. Additionally‚ we also discussed on which currency Carrefour should issue its 10-year‚ 750 million euro‚ annual coupon bond‚ its foreign currency risk exposure and a possible hedging
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BSTR/363 IBS Center for Management Research Carrefour’s Misadventure in Russia This case was written by P. Indu‚ under the direction of Vivek Gupta‚ IBS Center for Management Research. It was compiled from published sources‚ and is intended to be used as a basis for class discussion rather than to illustrate either effective or ineffective handling of a management situation. License to use for the MBA Program‚ Group J‚ Icfai University Tripura. Licensed to print 1000 copies‚ 02 August‚ 2011. License
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