Today our group will be talking about Carrefour S.A which is a retailer located mainly in Europe. Carrefour is a hypermarket. How many of you guys know what a hypermarket is? A hypermarket is basically a superstore that offers a wide assortment of food as well as non-food products at economic prices‚ but they are much larger in size than traditional supermarkets. The size of hypermarkets can range from 2400 to 3000 square meters. Carrefour’s core strengths have been in its low prices‚ wide product
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Contents List of figures 3 List of Tables 3 Introduction 4 1. Marketing mix using Tesco Poland as an example 5 1.1 Products 5 1.2 Price 6 1.3 Place 6 1.4 Promotion 7 1.5 People 7 1.6 Process 8 1.7 Physical evidence 9 1.7.1 Parking 9 1.7.2 Buildings 9 1.7.3 Stores/decor/furnishings 10 2. Micro environment - competition 11 2.1 Tesco vs. Biedronka (Ladybird) 12 2.2 Tesco vs. Carrefour 12 2.3 Comparison of the top 3 retail chains in Poland 13
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The UAE retail market is quiet big‚ with a lot of different retailer chains. The retailer industry is growing and there is a trend to hypermarkets and shopping malls . After having a look at the 30 leading retailers in the Middle East and South Africa the following three groups and retailer chains seemed to be the most attractive ones‚ Abu Dhabi Co-operative society‚ Carrefour UAE and Emke Group. After evaluating each chain it became clear‚ that these retailers do not differ too much from each other
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International Marketing Professor Smith You Decide Assignment 2 1. Why do you think hypermarkets are more common in some countries than others? Some countries governments support hypermarkets like for example China. Their government support of a retailer like Wal-Mart opening up in their country. This offers a variety of products. So they support the idea in hopes it will build up their economy‚ by increasing rural consumption and employment. However in some other countries government
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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 the ailing French hypermarkets. As a result‚French hypermarkets started showing signs of recovery towards late 2004. The casediscusses
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------------------------------------------------- Tesco international Business strategy ------------------------------------------------- Tesco ’s Globalization Strategies and its Success in South Korea ------------------------------------------------- http://www.icmrindia.org/casestudies/catalogue/Business%20Strategy/Tesco%20Globalization%20Strategies%20and%20its%20Success%20in%20South%20Korea.htm ------------------------------------------------- Abstract The case focuses on the UK based
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global player with operations in over 35 countries. Major formats are hypermarkets‚ supermarkets and discount stores. Well known for entering and adapting to emerging markets. Group turnover (2012): EUR 85.96 billion Total number of stores (including franchises): 15‚673 Carrefour SA was first listed on the French stock market in 1970. First opening stores in France during the 1960s‚ Carrefour went on to open the first hypermarkets in France and Europe. First started expanding into the rest of Europe
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Prof. Shawn Khosravi International Management October 29‚ 2013 Carrefour’s misadventure in Russia Carrefour is a French retail company. It is one of the biggest hypermarket chains around the world. It is the second largest retail group after Wal-Mart. Carrefour decided to enter the Russian market but they decided to retract in October 2009‚ four months after opening there. They believed there was insufficient growth in Russia and had limited acquisition opportunities there. Analysts believe
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acquisitions of renowned 21 store Wertkauf chain for an estimated $1.04 billion in December 1997.It was followed one year later by the acquisition of In-terspar’s 74 hypermarkets from Spar Handels AG‚ the German unit of the French Intermarché Group ‚ for €560 million. Thus Wal-Mart immediately became the country’s fourth biggest operator of hypermarkets. However‚ with a turnover of around €2.9 billion‚ and a stagnating market share of just 1.1 per cent‚ the US giant still was a negligible one in the German
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divided into three types of retail forms- the local kirana shops‚ hypermarkets and supermarkets. The kirana stores continue to have the maximum market share and while the hypermarkets and supermarkets display the potential to grow by a great amount over the years. The current scenario of competition in this category is noteworthy. Future Value Retail is the leader in the grocery retailer due to its spread and quality service by its hypermarket‚ Big Bazaar. Future value includes other brands like Food Bazaar
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