with hypermarkets customer concerning the products and services that they are offering. The interviewee was 28 year old man‚ who is single and he is living with his parents and sister . Annual income of his family is approximately 80.000 KM which is above average annual income per household in Sarajevo. His generally view on hypermarkets is positive and he thinks they are great because they offer a large selection of different products in one place. He regularly visits specific Hypermarket and
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Most Valuable Brand in year 2007 and 12th in 2008‚ they also rewarded as the Top Retailer in Malaysia and Best of the Best in Asia Pacific Retailer’s Award for 2 consecutive years in 2007 and 2008. They also succeed in the Best Brands in Consumer (Hypermarkets)‚ Brand Laureate Award 2007/208 for Corporate Branding and also the Excellence Service Quality Award in the 7th Asia Pacific International Entrepreneur Excellence Award. Giant had been full support to our government by collaborated in their programs;
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captures almost the entire consumption basket of Indian customers. In the lifestyle segment‚ the group operates Pantaloons‚ a fashion retail chain and Central‚ a chain of seamless malls. In the value segment‚ its marquee brand‚ Big Bazaar is a hypermarket format that combines the look‚ touch and feel of Indian bazaars with the choice and convenience of modern retail. The group’s speciality retail formats include supermarket chain – Food Bazaar‚ sportswear retailer - Planet Sports‚ electronics retailer
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of 49% since 2009. Market segmentation I Hypermarkets‚ supermarkets‚ and discounters sales proved the most lucrative for the European food retail industry in 2009‚ with total revenues of $798.5 billion‚ equivalent to 48% of the industry’s overall value. Market segmentation II Germany accounts for 14.1% of the European food retail industry value. Market rivalry The industry is becoming consolidated with large chain supermarkets or hypermarkets wielding more power over smaller specialty‚
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limitations Background The Lulu hypermarket is a retail endeavor started by the EMKE group situated in Abu Dhabi‚ UAE. The managing director of Lulu hypermarket chain is MM Yusuffali. The company has hired employees above 20‚000 of all with different nationalities. It has been expanding all over the world. Lulu is also the biggest retail chain in Asia and in the Middle East. Amongst the 22 countries‚ there are 102 outlets of Lulu in the GCC countries. Lulu hypermarket has its headquarters in the capital
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naHonwide stores with the ‘Extra’ format within a few years‚ its chief execuHve officer (CEO) Sung Hwan Do said. The “Extra” format‚ an innovaHve hypermarket format adopted in all Tesco stores worldwide‚ supports and caters to the wider needs of small businesses apart from our
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Carrefour S.A. (Euronext: CA) (French pronunciation: [kaʁfuʁ]) is a French international hypermarket chain. Headquartered in Levallois-Perret‚ France‚[2] Carrefour is the largest hypermarket chain in the world in terms of size‚ the second largest retail group in the world in terms of revenue and third largest in profit after Wal-Mart and Tesco. Carrefour operates mainly in Europe‚ Argentina‚ Brazil‚ China‚ Colombia and in the Dominican Republic‚ but also has shops in North Africa and other parts
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for Wal-Mart and Carrefour What is a hypermarket? According to Business Dictionary that is an online business definition resource‚ it is a “vast self-service warehouse-cum-retail outlet that combines the features of a supermarket‚ department store‚ discount store‚ and specialty store in one location.” A hypermarket may also be called a hyper-mart (Business Dictionary‚ 2012). The multinational retailers that are analyzed in this report are considered hypermarkets. This critical analysis will communicate
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worldwide‚ after Wal-mart. The company pioneered the concept of hypermarket in their home Country‚ France‚ as early as 1960’s.However‚ towards late 1990’s; Carrefour saw a decline in their French hypermarkets owing to certain unfavorable government regulations and competition from hard discount stores. Carrefour introduced a series of strategic initiatives in an effort to revamp the ailing French hypermarkets. As a result‚ French hypermarkets started showing signs of recovery towards late 2004. The
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Durant assess the opportunities in various countries around the world? Mr. Durant‚ the new CEO since 2005‚ embarked on the new strategy by offering 15percent new products in its hypermarkets and 10 percent in its supermarkets. Moreover‚ he wants to employ more staff‚ extend the operating hours in certain hypermarkets‚ cutting 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
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