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Company History:
In calitate de ocupant al locului 2 in lume in domeniul retail-ului, retail-ului, Carrefour se foloseste de mai mult de 7000 de magazine 1, sub diverse nume, cum ar fi Carrefour, Champion, Shopi, March !lus, "ia, #d, sau !romocash$ Compania a fuzionat in anul 2000 cu !romod%s S&, pentru a deveni liderul #uropean in materie de supermar'eturi, magazine de discount, outlet-uri outlet-uri de cash-and-carr( si h( h(permar'eturi$ permar'eturi$ )(permar'etul )(permar'etul este un magazin foarte mare ce dispune de spatii comerciale ce variaza intre *$000 22$000 metri patrati$ Combina principiul desfacerii cu amanuntul cu cel al supermar'etului, supermar'etului, cu magazinul de solduri si magazinul-depozit magazinul-depozit 2$ +ondatorii companiei au creat conceptul de h(permar'et, un supermar'et marit care ofera o gama vasta de marfa incluzand produse alimentare, electronice, imbracaminte, articole sportive, sau accesorii pentru automobile automobile care permite consumatorilor consumatorilor sa-si faca faca toate cumparaturile necesare intr-un singur magazin$ Originile Companiei
Carrefour a aparut in anul 1./. in forma colaborarii dintre doi antreprenori, Marcel +ournier si ouis "effore(, in &nnec(, un oras din estul +rantei$ &mbii oameni de afaceri proveneau din familii instarite si fiecare era nerabdator sa isi etinda propria afacere construnid mari supermar'eturi$ +ournier detinea dea magazinul 3rand Magasin de 4ouveauts +ournier d5&nnec( si avea legaturi cu Compania Casino de Supermar'eturi, Supermar'eturi, iar "effore( era presedintele lui 6adin-"effore( din agnieu$ In anii 1./0, industria alimentara franceza era formata in primul rand din firme de familie$ Magazinele alimentare traditionale, care incercau sa furnizeze o varietate de produse de calitate, calitate, erau responsabile de *8 *8 din vanzari$ !e masura masura ce in aceste afaceri de familie patrundeau din ce in ce mai putini tineri, precum si datorita cooperativelor cooperativelor alimentare si vanzatorilor independenti, s-a evidentiat nevoia de alternative pentru pietele 1
9ezi &nea 1 http:;;<<<$buget$ro;finante-banci-investitii-legi;o-"ictionar(6uget=m-9ie<>ermen=id*1//;"efinitie=)ipermar'et$html accesat *1//;"efinitie=)ipermar'et$html accesat la data de 0?$01$200.
2
mai mici$ In acelasi timp, marile magazine universale, aflate in general in centrele oraselor, se dovedeau a fi destul de neconvenabile, si preturile ridicate pe care acestea le practicau pentru articolele articolele de lu si serviciile serviciile de valoare de valoare adaugata value-added services ii determinau pe consumatori sa caute in alta parte articole ne-alimentare$ Mai mult, conceptual serviciului gratuit free service devenea din ce in ce mai popular$ popular$ Serviciul gratuiu, gratuiu, predominant predominant in retail pana in anii anii 1..0, a fost fost inventat in 1.1?$ 1.1?$ Inainte de instituirea sa, consumatorii se bazau foarte mult pe asistenta vanzatorilor sales cler's in selectarea produselor dorite$ @ data cu difuzarea conceptului de serviciu gratuit(, gratuit(, consumatorii incep sa foloseasca carucioare, cosuri sau pungi pentru a colecta obiectele de care aveau nevoie A plasate la indemana si cu pret individual individual A in timp ce vanzatorii sales sales cler's devin cler's devin in principal casieri cashiers Supermar'et-ul, Supermar'et-ul, care a aparut prima oara in +ranta in 1./B, folosea conceptul de free service$ Cu facilitate mai mari, localizat in afara centrului oraselor, oraselor, supermar'eturile puteau livra produse produse mai proaspete proaspete si mai variate la preturi mai mai mici decat magazinele alimentare traditionale$ >otusi, >otusi, pana la sfarsitul deceniului, doar de supermar'eturi supermar'eturi cu serviciu liber erau operationale in +ranta, si nici unul dintre ele nu adoptase modelul marilor magazine de discount din S&$ &stfel, Dn Mai 1./., +ournier si "effore( decid sa incorporeze aceste concepte aproape neeploatate in magazinul lor Dn &nnec($ &nnec($ @ oferta de 7, 000 de actiuni a fost a facuta la zece actionari, si un spatiu comercial dea Dn lucru Dn &nnec( a fost cumpErat$$ !arterul cladirii urma sa fie folosit ca supermar'et, in timp ce etaele, continFnd apartamente, urmau sa fie vandute pentru a finanta afacerea$ Marcel +ournier a fost ales presedinte, iar "enis "effore(, "effore(, fiul lui ouis, a fost ales ca director general$ +ournier a numit afacerea Carrefour, traducerea frantuzeasca a guvantului guvantului grecesc agora, G piata H$
!entru a familiarize publicul cu conceptual de supermar'et, Carrefour s-a angaat intr-o campanie intense de publicitate inainte de a-si deschide primul magazine$ &ceasta campanie a fost foarte benefica, magazinul deschis pe iunie 1.?0 atingand vanzari ce
au deposit asteptarile si insumand peste 1/ 000 de clienti in primele doua zile$ In putin maimult de trei saptamani, Carrefour atinsese vanzari de peste 2.0 000 de franci, o cifra pe care maoritatea vanzatorilor independenti de produse alimentare o atineau intr-un an$ !entru a preveni aglomeratia, magazinul si-a etins locurile de parcare, insa managementul a constatat in scurt timp ca supermar'eturile in spatiul urban nu sunt practice$ Expansiunea din anii 1960
Intre anii 1.?1 si 1.?2, afacerile Carrefour au crescut cu B/8, la fel ca si salariile$ &nul urmator a fost deschis un nou magazin in Cran-3evrier, in regiunea &nnec(, de data aceasta cu un spatiu destinat parcarii mult mai mare$ In aceasta perioada, compania a decis sa se etinda in zona !arisului, cumparand un teren la 0 de 'ilometri de capitala, in regiunea Sainte-3enevi%ve-des-6ois, unde costurile erau mai scazute si spatial disponibil era mai mare$ "esi Carrefour n-a adoptat dimensiunile uriase ale magazinelor americane, cu multi casieri si culoare largi man( cashiers and large aisles, a construit o facilit( relative mare si au introdus conceptual de preturi scazute, cumparand marfa de la engrossisti si de la producatori$ Magazinul s-a deschis in Iunie 1.?, iar presa s-a referit la el numindu-l )i(ermar'et, denumire ce reflecta spatial de 2/00 de metri patrati, cele B00 de locuri de parcare si abundenta de produse alimentare si non-alimentare$ Magazinul a avut un success imediat, avand in vedere ca fiecare consumator cheltuia in medie, de trei ori mai multi bani decat intr-un supermar'et obisnuit$ Succesul Carrefour-ului s-a bazat pe reducerile de preturi, descentralizarea puterii, reducerea focusarii pe detaliile estetice si costul echipamentelor si o rotatie accelerate a stocurilor$ )(permar'etul era atragator pentru tineri si pentru locuitorii zonelor suburbane, dar si pentru consumatorul preocupat de propriul buget afectat de rata mare de inflatie din anii ?0$ Inovatiile Carrefour-ului in ceea ce priveste cantarirea, ambalarea, modului de determinare a pretului si incasarea produselor au facut din aceasta companie o piesa de baza a revolutiei retail-ului francez$ Cresterea internationala din anii 1970 - 1980
Carrefour a cautat, de asemenea, sa stabileasca legaturi cu alte companii din #uropa, cum ar fi "elhaize +rres-e-ion din 6elgia, Mercure din #lvetia, Jheatsheaf Investment din Marea 6ritanie, si Ital
!hiladelphiei$ !roblemele financiare initiale, datorate volumului scazut de consumatori au fost depasite, si Carrefour a deschis un al doilea h(permar'et in apropierea !hiladelphiei in 1..1$ Compania a continuat sa acorde autonomie fiecarui sef de department prin politica sa de descentralizare, si a continuat sa se aeze pe rezultate pe termen lung in locul unui success imediat$ Cresterea continua si in anii 1990
a inceputul anilor .0, toti membrii familiilor fondatoare a Carrefour-ului au parasit consiliul director active al companiei pentru a infiinta un consiliu de consiliere$ Carrefour si-a vandut magazinele din &nnec( si Cran-3evrier lui Casino, acesta in schimb vanzandu-si h(permar'etul din 4antes lui Carrefour, astfel incat gigantul francez conducea numai magazine mai mari de 2/00 de metri patrati$ In 1..1 carrefour a cumparat competitorul #uromarche cu */0 de milioane de dolari si Montlaur, lantul de produse alimentare intrat in faliment cu 17/ milioane de dolari$ "esi +ranta aunsese la un punct de saturarecu 7.* de h(permar'eturi si reglementarile guvernamentale restrictionau deschiderea de noi magazine, carrefour a continuat sa se etinda pe pietele straine, cu propriile magazine sau incheind parteneriate cu companii din &ustria, marea 6ritanie, 6elgia, Italia, Spania, &frica, &rgentina, brazilia si Statele nite$ In 1..2 Carrefour a deschis doua noi magazine in Marea 6ritanie, intr-un ointventure cu Costco$ Mai mult, lantul alimentar de discount al companiei, cunoscut sub numele de #d, a fost introdus in Marea 6ritanie si Italia, oferind o gama limitata de produse la un prNt foarte scazut$ Carrefour a deschis de asemenea magazine noi in Spania, 6razilia, &rgentina si a inceput s aplanuiasca deschidera unor magazine si in >aiurcia si Malaesia$ In 1.., Carrefour a trebuit sa faca fata unor noi provocari din partea guvernului francez, care a restrictionat aparitia de noi h(permar'eturi in zonele rurale ale tarii$ Cu toate acestea, obisnuita cu asemenea decizii legislative, compania s-a continuat ritmul de crestere, in special pe pietele straine$ Ca o eceptie a acestui ritm de crestere international, carrefour si-a inchis doua dintre magazinele din Statele nite in acest an, si
nu a mai facut planuri pentru deschiderea unora noi$ Mai mult, si-a continuat retragerea de pe piata americana prin vanzarea celor 11 procente din Costco, un deposit de retail sM&K>, o companie &mericana de discount-retail de produse pentru animale de casa$ discount pet suppl( retailer$ #pansiunea in &merica Centrala si de Sud a fost deosebit de puternica in anii .0$ Carrefour si-a facut intrarea in Meic in 1..$ "intre cele 0 de magazine pe care Carrefour le-a deschis in 1..?, 1/ se aflau in Meic, 6razilia si &rgentina$ In 1..7 Carrefour detinea aproimativ ?0 de magazine in &merica de Sud, si avea vanzari de 7 miliarde de dolari numai in &rgentina si 6razilia$ Sperand sa-si continue succesul epansiunii in zona, Carrefour planuia sa deschida 10 magazine in Chile in urmatorul deceniu$ In 1../ Carrefour detinea dea mai multe magazine in afara granitelor tarii decat in +ranta$ &sia s-a dovedit un teren fertile pentru epansiunea sa internationala$ Carrefour si-a deschis primul magazine &siatic la Seoul, in Coreea de Sud in anul 1..?, dup ace guvernul sud-coreean a anulat cateva dintre restrictiile care se aplicau la retailerii straini$ Cand criza financiara a lovit &sia, in 1..?, Carrefour detinea dea 2? de h(permar'eturi in regiune, si datorita strategie de discount si a cererii constante de produse alimentare, compania a fost capabila sa treaca cu bine peste perioada nefavorabila, deschizand inca 20 de magazine in &sia intre 1..7 si 1..*$ In anul 1..? s-au intensificat restrictiile in +ranta, afectand cresterea nationala a companiei$ Intr-un effort de a protea magazinele mici, guvernul francez a interzis timp de ? luni deschiderea unui magazine mai mare de 1000 de metri patrati$ 4eputand sa-si deschida noi magazine, Carrefour s-a aat pe cumpararea competitorilor, iar in 1..? a cumparat B18 din actiunile lantului de supermagazine Cora$ Internationall(, Carrefour bought eight #ldorado stores in 6razil in 1..7 and converted them in 1..* to the Carrefour name$ >he compan( planned to open B ne<
stores b( the end of 1..*, including its first stores in Colombia, Chile, and Indonesia$ Carrefour thus remained committed to gro
Indeed, the compan( made the acOuisition added more than 7.0 supermar'ets--operating under the Stoc, Comod, and March !lus names--into Carrefour5s epanding arsenal$ >he compan( began planning its net big move in 1... he deal cleared regulator( hurdles and
In 2001 the compan( sold its interest in !icard Surgels$ >he follosM&K>$ >he firm continued to strengthen its hold over the Italian and !olish mar'ets and also moved into the Scandinavian mar'et in 200$ It established its first Champion supermar'et in 6eiing in &pril 200B$ Since the !romod%s acOuisition, Carrefour had faced increased competition and heir deaths gave rise to further speculation that changes could be on the horizon for Carrefour$ %rincipal Operating &nits: Champion "ia #d Carrefour * a )uit !romocash
Carrefour considera ca lupta impotriva discriminarii este in concordanta cu valorile sale: egalitate, solidaritate si sharing$ &cestea asigura o performanta la nivel ridicat si dinamism in cadrul companiei deoarece misiunea acesteia este sa serveasca clientii, toti clientii$ @biectivul companiei este de a oferi opotunitati de cariera tuturor angaatilor, chiar daca acestia poseda sau nu studii superioare$ Carrefour cauta in general angaati cu aptitudini comerciale si cu capacitatea de a face fata provocarilor inerente acestui domeniu$ &ceasta abordare promoveaza un mediu de lucru diversificat din punct de vedere social si cultural, avand in vedere ca mai mult de 100 de nationalitati sunt
http:;;<<<$fundinguniverse$com;compan(-histories;Carrefour-S&-Compan()istor($html accesat la data de 02$01$200.
reprezentate in h(permar'eturile Carrefour, si ?2 sunt reprezentate in magazinele de discount #"$
Valori
#i'ertatea:
respectarea libertatii de alegere a clientilor care trebuie sa aleaga dintr-o
multitudine de produse, branduri si preturi a oferi consumatorilor libertatea de a cumpara la preturi care sunt in concordanta cu bugetul lor a oferi unui numar cat mai mare de oameni oportunitatea de a cumpara bunuri a incuraa toti angaatii sa aiba initiativa si a le da libertatea de a actiona ca antreprenori (esponsa'ilitate:
T
TJe full( accept the conseOuences of our actions on our customers, compan(, emplo(ees, institutions and the environment$U )* S"aring
UJe leverage our epertise and strengths to create value,
UJe respect our emplo(ees, suppliers and customers$ Je listen to them and accept their differences$ Jherever
UJe respect our commitments and 'eep our
U#ver(
7* %rogress
UJe support progress and the development of ne< technologies to serve the needs of people$ &s perpetual pioneers,
+inancial strength, management 'no<-ho<, and longevit( give Carrefour a decided advantage in global retailing$ Man( firms are internationalizing, but 'e( strategic differences position Carrefour for sustained gro
he main points of Carrefour5s strateg( are: 1$ Multiple +ormats: "iversification of formats his his practice allohe firm5s polic( is to not epand stores in an( countr( unless several have proven to be successful$ Closing unprofitable stores in the S and Ital( reflects this polic($ B$ Cultural &daptation: Carrefour eports its basic concepts as it epands internationall($ Ve( concepts include: lo< prices, large selection, a convenient location, and usuall( a flat-store format$ Carrefour adapts merchandise to the local environment and consumers5 needs$ >he firm assimilates into the cultural and econom(
http:;;<<<$carrefour$com;cdc;group;our-values; accesat la data de 0*$01$200.
essentiall( becomes part of that countr($ Merchandise suppl( sources are then obtained on a regional level$ Carrefour strives to epand credit repa(ment terms his provides economic benefits to Carrefour and reduces the time it ta'es to brea' even in a ne< countr($ >o obtain better operating efficiencies and economies of scale, Carrefour is shifting from its traditional decentralized management to a centralized process in +rance$ Centralization
alcatuiesc cercul agentilor economici firme si institutii si al persoanelor
individuale carora le sunt adresate produseleserviciile intreprinderii$ Constituie cea mai importanta componenta a micromediului$
'*/urniorii
sunt organizatiile si indivizii care ofera firmelor input-urile materii si
materiale, utilae, echipament tehnologic, ambalae, etichete, servicii, forta de munca, informatii etc necesare fabricarii produselor proprii$ In Carrefour numarul de furnizori este impresionant de la cei de branzeturi la cei de imbracaninte si electrocasnice$
c*/Concurenta
firme similare care urmaresc sa satisfaca aceleasi nevoi ale clientilor,
fiind percepute de consumatori ca alternative pentru satisfacerea nevoilor lor$
Cora
6illa
Vaufland
niversW&ll
3Mar'et
Metro Cash X Carr(
Sellgros etc
d*/organisme pu'lice
In cadrul acestei categorii un rol important il oaca cei care fac publicitate, acestia putand influenta pozitiv sau negativ clientii respective furnizorii Carrefour$ 1*2*.acromediul
Macromediul firmei reprezinta ansamblul factorilorvariabilelor incorporabili ce constituie climatul general in care acesta isi desfasoara activitatea$ a*/.ediul demogra3ic se refera la
populatia din mediul in care se afla plasata firma
respectiva, intereseaza nu numai eventualii clienti dar si eventualii angaati$ !rintre indicatori specifici ai mediului demografic se numara: numYrul populaZiei, structura acesteia pe see [i grupe de vFrstY, numYrul de familii [i dimensiunea medie a unei familii, repartizarea teritorialY [i pe medii mediul urban, respectiv cel rural a populaZiei, rata natalitYZii etc$ In ceea ce priveste h(permar'etul Carrefour acesta se adreseaza tuturor indifferent de varsta, se, dimensiune medie a familiei etc$ &r trebui mentionat faptul ca h(permar'etul Carrefour se adreseaza in principal locuitorilor din 6ucuresti$ '*/.ediul economic
reprezinta ansamblul elementelor care compun spatial economic in
care actioneaza intreprinderea$
9eniturile disponibile ale populatiei, preturile, rata inflatiei, tendinta spre economisire se numara printer principalele componente ale mediului economic in ceea ce priveste h(permar'etul Carrefour$ c*/.ediul te"nologic
implica firma atat ca beneficiar, cat si ca furnizor, in principal prin
intermediul pietei$ Se concretizeaza prin intermediul unor elemente specifice, cum sunt investitiile si inovatiile, marimea si orientarea fondurilor destinate cercetarii-dezvoltarii, asimilarea de produse noi si modernizarea celor traditionale etc$ d*/.ediul politic poate sa influenteze activitatea intreprinderii prin componente ca:
structura societatii, fortele politice si raporturile dintre ele$ Mediul politic poate deveni un factor stimulativ sau restrictiv A dupa caz A al unor activitati de piata$ e*/.ediul 4uridic este constituit din ansamblul reglementarilor de natura uridica, prin
care este vizata A direct sau indirect A activitatea firmei$ Cele mai importante reglementari in acest domeniu sunt cele care privesc protectia consumatorului, acesta trebuind plasat pe primul loc in cadrul fiecarei firme$ "e asemenea legile destinate concurentei sunt foarte importante$ 3*/.ediul socio-cultural
este format din elemente referitoare la sistemul de valori,
obiceiuri, traditii, norme de convietuire etc$ &cestea pot influenta decisive in anumite momente asupra comportamentului comsumatorilor, asupra segmentarii pietelor, asupra comunicarii intreprinderii cu piata$ Ca pentru oricare intreprindere care desfasoara o activitate economica, si pt Carrefour este importanta urmarirea schimbarilor survenite de la un moment la altul$ 1*.E5&# E( 5E .(E a*/resurse umane
Carrefour este primul grup european de distributie si al doilea pe plan mondial, cu peste 12*000 de magaine in )0 de tari , din care peste 920 de "ypermaret-uri
date valabile la
sfarsitul lunii decembrie 200/ si numara peste B0000 angaati$ &ngaatii sunt persoana dinamice si motivate, persoane foarte organizate, riguroase, responsabile, demne de incredere,
maoritatea tinere$ n punct forte al politicii Carrefour de resurse umane este promovarea interna$
n alt obiectiv important este acela de a asigura satisfactia si stabilitatea personalului$ Motivarea, stimularea, incuraarea sunt cele trei puncte forte care stau la originea dezvoltarii profesionale$ "in aceste trei principii ia fiinta competenta profesionala, intotdeauna recompensata prin promovarea interna$ &devaratul obiectiv al politicii de resurse umane Carrefour este integrarea la cel mai bun nivel a tuturor angaatilor, crearea unui spirit puternic, propriu companiei$ &cest spirit este reprezentat de conceptul \toti sub acelasi acoperis\, fiecare angaat reprezentand o parte importanta, iar impreuna - ca echipa a grupului Carrefour - vom fi cei mai performanti$ '*/ resurse materiale
Carrefour Komania a investit aproimativ 1*0 de milioane de euro in cinci hipermar'eturi$ +rancezii au intrat pe piata romaneasca in 2001, o data cu inaugurarea magazinului din Militari, pe 27 iunie$ &ceasta este de altfel si cea mai mare unitate a companiei din punctul de vedere al suprafetei de vinzare: peste 10$/00 de metri patrati$ Investitia s-a cifrat la /0 de milioane de euro$ "oi ani mai tirziu, francezii au alocat * de milioane de euro pentru Carrefour @rhideea$ In 200B, au urmat lansarile hipermar'eturilor din cartierul bucurestean Colentina si din orasul 6rasov$ &nul trecut, grupul de retail a inaugurat magazinul din !loiesti$ <e deschideri sint programate pentru acest an$ ]In 200? avem programate doua deschideri: 6aneasa, in aceasta primavara, si Constanta, in toamnaU, a spus &ndreea Mihai, mar'eting manager Carrefour Komania$ ]!roiectul )iproma in Komania implica investitii de 2/-/ de milioane de euro pe magazinT, a adaugat Mihai$ c*/resurse 3inanciare
Carrefour Komania a inceput cu zece angaati$ 6irourile au fost stabilite in 1...$ &cum, compania are $200 de angaati si a raportat in 200/ o cifra de afaceri de B? de milioane de euro$
9anzarile Carrefour vor creste in urmatorii doi ani cu 108, depasind *0 de miliarde euro, comparativ cu nivelul din 200/, de 7B,/ miliarde euro, pe fondul deschiderii de noi unitati, a cresterii investitiilor si a adoptarii unor noi masuri privind organizarea interna a lantului de h(permar'eturi$
nalia S;O &naliza SJ@> este o tehnica menita sa spriine in mod prcis identificarea unor strategii comerciale adecvate pe care sa le adopte o anumita organizatie$ &ceasta implica specificarea si asocierea atat a punctelor forte si punctelor slabe ale organizatiei, cat si a ocaziilor si amenintarilor puse de mediu$ "enumirea vine din engleza: S - Strengths puncte tari ; - ;ea'nesses puncte slabe O - O pportunities oportunitYZi - hreats riscuri
!"+ Hofstede’s dimensions
/
/
http:;;<<<$geert-hofstede$com;hofstede=france$shtml accesat la data de ?$01$200.
S!&I4 4et
^ear of establishment: 1.7 Sales incl$ ta under banners in 2007: 1B,7B. millions euros 72,2*2 emplo(ees
Jith an area of /0B,?00 sO$ 'm, Spain is the second-largest countr( after +rance$ It is also one of the most mountainous$ ocated in southhe Vingdom of Spain is a constitutional monarch( divided into 17 autonomous communities$ Spanish, its official language, coeists
Spain is the fifth-largest econom( in #urope and the eighth-largest he service sector tourism etc$ is the leading source of income in Spain$ >here are 1/$ million households and 2B million dhe Spanish lifest(le and mode of consumption are in line en percent of the population is made up of immigrants coming mainl( from atin &merica, 4orth &frica and #astern #urope$ >he unemplo(ment rate is about nine percent$
(etail
In Spain the development of this sector remains at a high level in all of the store formats of modern commerce A h(permar'ets, supermar'ets, hard discount, e-commerce, specialists A he Carrefour 3roup leads the sector and its mar'et share A as measured b( &limar'et in terms of food product sales area, all formats combined A is 17$8, follo
>he compan( began its operations here in 1.7, opening the ver( first h(permar'et in Spain, in 6arcelona$ Its name he the rest of the operators could onl( follo< along behind$ >he( merged in 1...$ In 2000, the banners adopted a common name: Carrefour$ >he ne< group then had the largest mar'et share in all three of its formats$ In 200?, its supermar'ets adopted the ne< banner Carrefour #press, and in 2007 local testing of the Carrefour Cit( banner he brand eno(s the best consumer aS - >heir sales areas range from 2,/00 sO$ m to over 11,000 sO$ m, and the( are the driving force of large commercial areas$ Jith an assortment of over 100,000 items in the largest centres, the( maintain an intense level of promotional activit( throughout the (ear$ >he( offer consumers a he( also offer man( additional services such as the charge card, insurance, service stations and travel agencies$ C&KK#+@K #Q!K#SS S!#KM&KV#>S A & he sales areas of these store ranges from 1,200 to nearl( 2,/00 sO$ m$
C&KK#+@K CI>^ S>@K#S - >hese stores his ne< form of convenience store, currentl( being tested in Madrid, offers optimum value for mone( in its range of ,*00 food products *08 of the assortment$ Carrefour5s brands are activel( promoted since the( represent a third of the assortment$ >hese stores have an area of around /0 sO$ m$ "I& )&K" "ISC@4> S>@K#S - Jith 2,.12 stores, Spain has become both the Carrefour 3roup5s hard discount territor( and its testing ground$ It is here that Carrefour tests its ne< Mai-"ia and "iaMar'et models, ne< services li'e mobile phones and "ia oengelmann added 2/0 stores to the "ia nethe sales areas of these store ranges from B00 to 1,200 sO$ m$ Commercial ser
Carrefour5s various forms of commerce are complemented b( a series of commercial services designed to bring more convenience to customers on a da(-to-da( basis$ >he services, elecom, the 3roup5s telephone services operator for the past t
>he attractiveness of the Carrefour 3roup5s banners lies in the freedom the( offer in terms of product selection, brands and prices$ >he selection of over 100,000 food and non-food products at our h(permar'ets constitutes the largest multi-specialist offering on the mar'et$ @ur ohe range no< includes .,000 staple good items in the main product families follohe other strong points of the assortment include the presence of maor brands, a special
focus on regional food brands, and the development of ethnic and imported assortments to match the lifest(les and realities of the Spanish population of toda($ eam
&t 1 "ecember 2007, the Carrefour group emplo(ed 72,2*2 people in Spain$ >he average annual ob creation over the last four (ears his gro
>he CC Carrefour 3roup5s contribution to Spain5s 3"! in 2007 came to _1,/1* million, he economic scope of the 3roup5s operations is also significant$ It means bringing value to regional companies A manufacturers and service providers$ In 2007, there he( provide .8 of all the products purchased annuall($ +or over 12 (ears, a specific programme for promoting regional products has been in place$ It includes promotions in other countries in the net
Carrefour is particularl( involved in social action geared to
>he goals in this area are demanding: guarantee defined levels of Oualit( in processes and products, 'eep the environmental effects of operations in the value chain to a
minimum and rec(cle and manage he \ero Jaste\ obective his involves a methodological restructuring of the management of these materials$ 2,100 tonnes of discarded electrical appliances
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6K&I 6razil, along he compan( acOuired the discount h(permar'et chain &tacadao in &pril 2007$ Jith BBB stores and more than B*,000 emplo(ees, Carrefour is a maor participant in the 6razilian econom( and pla(s an integral part in the lives of local communities$ %opulation and consumption
>he size of a small continent, 6razil has 1*? million inhabitants, ma'ing it the sithlargest countr( in the
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absorbed numerous diasporas from ebanon, Rapan and else
>he food retail mar'et in 6razil represents about /$/8 of 3"! and more than *00,000 obs$ arge and diverse, the sector offers strong momentum for grohis vast mar'et features a complete range of distribution channels, from commercial centres to mail order and e-commerce activities$ overs of shopping and innovative products, 6razilians have access to practicall( ever( t(pe of contemporar( store format, including h(permar'ets, supermar'ets and specialized superstores
>he Carrefour 3roup opened its first store in 6razil in 1.7/$ &t the time, the brand he groups arrival in this mar'et coincided he groups strength resides in strong brand a
200, it is also developing its sales of non-food products 1* travel agencies and /0 pharmacies$ &lread( the countr(s leading h(permar'et chain, the group became the 4o$ 1 mass retailer in the food mar'et in terms of sales in &pril 2007$ It has also acOuired &tacadao, a discount h(permar'et brand his acOuisition provides Carrefour 6razil he Carrefour 3roup reported sales of $* billion euros ecluding ta in 200?$ It is one of the countr(s five largest private emplo(ers,
& 6razilian compan( for 0 (ears, Carrefour 6razil ma'es a practical contribution to the lives of local communities and is responsible for numerous sustainable development and social responsibilit( proects$ It supported the cancer prevention campaign organized b( the 6razilian Institute for Cancer Control I6CC in 200?$ Carrefour 6razil also organizes a number of original social programmes for its emplo(ees$ In ethical terms, it instils the values of respect and integrit( into its managers and emplo(ees through its !ro #tica programme$ +or several (ears, it has run the Carrefour 9olunteer programme, designed to promote s'ills sponsorship and volunteer hrough the Carrefour International +oundation, the group provides support to another 43@, Keciclar, he goal is to promote the schooling of B/0 (oung people in disadvantaged areas through football and volle(ball$
Carrefour 6razil is also helping to protect the environment b( ta'ing part in a programme launched b( the !resident of 6razil to reduce energ( dependenc( and develop renehe biodiesel contains at least /8
Carrefour stores
110 Carrefour h(permar'ets B &tacadao h(permar'ets B Carrefour 6airo supermar'ets 2?? "ia hard discount stores at april 2007 •
3"! per capita
/,101 S" ,*11 S" in +rance •
Currenc(
>he real •
!opulation
1*B million est$ in 200/ •
anguage
!ortuguese is the official language$*
*
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Geert Hofstede™ Cultural Dimensions
.
6razil is similar to man( atin &merican countries
6razil5s highest )ofstede "imension is ncertaint( &voidance &I is 7?, indicating the societ(s lo< level of tolerance for uncertaint($ In an effort to minimize or reduce this level of uncertaint(, strict rules, lahe ultimate goal of this population is to control ever(thing in order to eliminate or avoid the unepected$ &s a result of this high ncertaint( &voidance characteristic, the societ( does not readil( accept change and is ver( ris' adverse$ 6razil has a slightl( higher Individualism I"9 ran' of * compared to the average atin population score of 21$ )ohis is manifest in a close long-term commitment to the member 5group5, be that a famil(, etended famil(, or etended relationships$ o(alt( in a collectivist culture is paramount, and over-rides most other societal rules$
C)I4&
.
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* Description for each of Hofstede's Dimensions listed below
3eert )ofstede anal(sis for China has ong-term @rientation >@ the highest-ran'ing factor 11*, his "imension indicates a societ(5s time perspective and an attitude of persevering that is, overcoming obstacles he Chinese ran' lohis ma( be attributed, in part, to the high level of emphasis on a Collectivist societ( b( the Communist rule, as compared to one of Individualism$ >he lo< Individualism ran'ing is manifest in a close and committed member 5group5, be that a famil(, etended famil(, or etended relationships$ o(alt( in a collectivist culture is paramount$ >he societ( fosters strong relationships his is indicative of a high level of ineOualit( of pohis condition is not necessaril( forced upon the population, but rather accepted b( the societ( as their cultural heritage$ Chinas religion is officiall( designated as &theist b( the State, although the concepts and teachings of the ancient Chinese philosopher Confucius /006C are
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Carrefour5s h(permar'ets in China are the 6osporus of retailing--commercial centers an's of live fish, eels, bullfrogs and turtles dominate the fresh food sections, - neoda( it operates 7 h(permar'ets in 2. cities, from rumOi in the he compan( epects its sales in China to go on groill the 1.*0s, the retail industr( in China he department stores run b( the 3overnment provided little in the ian 6ai department store in "alian, concepts li'e customer service and choice he countr(5s econom(
Kefer to >able II for the leading retailers in China in 200/$ &ccording to 6eiing-based C>K Mar'et Kesearch ., Carrefour
