HKU984 ALI FARHOOMAND WAL-MART IN CHINA (2012) Introduction Summer was making its picture-perfect debut in New South Wales that day in October 2011‚ but Mr Greg Foran hardly noticed. Newly hired away from his role as head of Australia’s leading supermarket chain‚ Woolworth’s Supermarket Division‚ he was set to work as a senior vice president at Wal-Mart International‚ the fastest growing division of the world’s largest retailer‚ Wal-Mart Corporation. However‚ what exactly he would be doing
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prices‚ trying small stores‚ and pushing down decision making. Mr. Durant aims to stay only in countries where Carrefour is among the top retailers. 2. Should Carrefour adopt Wal-Mart’s strategy of "low prices everyday"? What would be the advantage or disadvantage of such a strategy? Yes certainly they have to adopt the strategy of low pricing every day‚ In France‚ where Carrefour is well established‚ the company made the big mistake in its pricing policy. Itprobably started with the 1999 merger
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Adaptation. Ankara: Middle East Tehcnical University. Brandon‚ R Dr. Shiue‚ Y.-C. (2006). Carrefour ’s Global Reach : A case study of its strategy. The Journal of Amrecican academy of business . Dr Ebert‚ R. J.‚ & Griffin‚ R. W. (2005). Business Essentials (5 ed.). New Jersey: Prentice Hall. Ferreira‚ M Groupe Carrefour. (n.d.). Retrieved november 22‚ 2010‚ from Carrefour: http://www.carrefour.com/ Groupe Carrefour Harrison‚ A. (2010). Business environment in a global context. Oxford: Oxford University
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multinational stores across the globe and faces competition from similar big names such as Wal-Mart‚ Carrefour etc. Tesco came up with solutions as and when required in order to meet what the situation demanded. For eg: Opening low cost stores when there was no scope of growth for large hypermarkets in Thailand. Opening out-of-town superstores‚ when required by the UK laws and regulations. Tesco did fail in Taiwan but otherwise their strategy has fallen into place and helped them become stronger and bigger
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Financial Report - 3 1 Consolidated Financial Statements Management’s discussion and analysis year ended December 31‚ 2011 Management’s discussion and analysis year ended December 31‚ 2011 This is a free translation into English of the Carrefour Group’s financial report for 2011 which is issued in the French langague‚ and is provided solely for the convenience of English speaking users. Sales and earnings performance MAIN EARNINGS INDICATORS (in millions of euros) 2011
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1. What is Costco why is it successful with upscale shoppes? (Shahad 2. what could other retailers- both discount and full services retailers - learn from Costco? ( 3. assess Costco’s strategy in terms of its product mix of 4‚000 sku’s and its key appeals? 4. what are the basic principles underlying Costco’s merchandising strategy? (Hessa) 5. Costco spends very little on promotion efforts. how is it able to attract shoppers without greater expenditures? 6. Describe the ideal location and store
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SIM 336 Strategic Management Part 1 How is Carrefour so successful in China? How is the Carrefour successful in China? From 1995‚ December Carrefour entry Chinese market opened the first store in Beijing. Now Carrefour China already had 206 stores in 64 Chinese cities‚ employing more than 58‚000 people. As many as 98 percent of the store managers and 50 percent of the regional managers are Chinese. Now Carrefour is one of the biggest Hypermarkets in china. China market is an intense competition
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1969 10 . In the past 40 years‚ Carrefour kept expanding globally and is now operating in 34 different countriessecuring its 5 Central Intelligence Agency‚ China‚2011‚ ( April 2011) 6McKinsey Quarterly‚ An Interview with the President of Carrefour China ‚ 1 March 2006‚ http://mkqpreview1.qdweb.net/article_page.aspx?ar=1799 (23 June 2011) 7 Carrefour‚ Company Website ‚ 2011‚ www.carrefour.com (June 2011) 8 Carrefour‚ Company Website ‚ 2011‚ www.carrefour
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Case 1: Introduction of the Case: Abstract: Carrefour was the second largest retailer of consumer goods and groceries worldwide‚after Wal-mart. The company pioneered the concept of hypermarket in their homecountry‚ France‚ as early as 1960’s.However‚ towards late 1990’s; Carrefour saw a de-cline in their French hypermarkets owing to certain unfavorable government regula-tions and competition from hard discount stores. Carrefour introduced a series of strategic initiatives in an effort to revamp
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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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