Carrefour's Strategic Marketing Strategy

In the SWOT analysis, the strengths, weaknesses, opportunities, and threats will be discussed. These would include employees, competition, global marketing, and the repercussions that

Only few months after opening its first stores in Russia in June 2009, Carrefour announced that it would be leaving the country. This withdrawal was a shocker and is a setback for international retail development in Russia.

The suggestion to the firm is to divest those businesses where in the cash flow and net present value even after a span of 5 years being completed is negative and preserve only the packaging division and focus on it. This should be the grand

In 2009 and forward, Loblaw Companies were up against aggressive competitive markets while still dealing with the backlash from the 2008 world economic crisis. Same store sales were on the decline and Loblaw’s was in desperate need to change their store strategies. By 2011, Loblaw’s had come up with the idea to diversify and expand their operations with new upgrades to in store departments as well as expanding upon their leading brands, President’s Choice and No Name. This case study underlines the premise of national and global strategies, which is a key subject matter and general broad topic when studying International Business. The main concerns of this case study would be to identify if Loblaw’s new strategies gave them a leading edge in the ever-expanding market, as well as seeing if these new strategies will hold up to market standards in the near future.

Organizations, these days, are on a journey to grow piece of the overall industry and gainfulness to accomplish and keep up a position of upper hand. Carrefour is the world 's second biggest retailer and the biggest retailer in Europe. It was established in 1959 in France and works four market groups: hypermarkets, grocery stores, money and convey and accommodation stores. It has more than 9500 stores worked by the organization or establishments. Carrefour 's hard rebate brand DIA turned out to be more in 2011 yet is still part of the Carrefour bunch. Carrefour is available in 32 nations with more than 470.000 workers. Its three noteworthy markets are Europe, Latin free America and Asia (Carrefour, 2010) It yearly deals in 2010 added up to € 101 billion and in the second from last quarter of 2011 it had offers of € 22 billion. Its aspiration is being the favored retailer, wherever it works. Carrefour puts stock in building trust to clients for building client unwaveringness. The organization 's key goal is to accomplish natural, managed, and productive development that ought to be come to by the gathering 's customer introduction, change and additionally advancement as its key-development drivers (Carrefour, 2010).

In order to reduce Costco’s reliance on the US and Canadian markets, placing an emphasis on international expansion would not only lead to diversification, but also better profitability. While it is engaged in expanding internationally, an accelerated expansion strategy should be employed in order to tap into the high growth markets. The high growth markets of the BRIC nations as well as the growing East Asian markets remain relatively untapped and would provide an excellent opportunity for global growth. The rising middle income demographic in these markets would provide a sustainable customer base for Costco’s long term growth. In order to penetrate these markets, Costco would have to duplicate its success in warehouses located in Taiwan and Korea. This expansion, however, must be managed delicately as penetrating new markets comes with its own risks. Consideration needs to be given to the differences in cultural factors and the political and operating environment that exists within these markets.

TABLE OF CONTENTS 1.0 EXECUTIVE SUMMARY3 2.0 INTRODUCTION3 2.1 Background to Organization3 3.0 ANALYSIS3 3.1 Porters 5 Forces (Model of Competition)3 3.2 PESTEL (External Analysis)5 3.3 SWOT6 4.0 KEY FINDINGS OF ANALYSIS/PROBLEM IDENTIFICATION/ KEY STRATEGIC CONCERNS6 4.1 Vertical Integration6 4.2 Diversification7 5.0 POSSIBLE SOLUTIONS & STRATEGIES.8 7.0 CONCLUSION9 8.0 APPENDICES11 Appendix 1: Porters 5 Forces11 Appendix 3: Luxury Goods Group & Brands Top Ten Competitors13 Appendix 4: Industry Map*.14 Appendix 5: Financial Performance14 Appendix 6: PESTLE Analysis15 Appendix 7: SWOT Analysis16 Appendix 8: Evaluating industry Attractiveness and Competitive strength19 Appendix 9: A Nine Cell Industry Attractiveness-Competitive Matrix20

Along with consolidation in the local market, the company also sought international expansion with the acquisition of independent distributors, the opening of branches and the forming of joint-ventures in key international markets. With expertise in production capabilities the company expanded into new markets predominantly by acquiring distributors in the target market, thereby gaining valuable insights into the market’s tastes and preferences.

Size feature Intercontinental Hotels is in danger. The grater Intercontinental resorts and hotels gets, the more purse they have to pursue new markets and guard themselves versus competitor, Intercontinental Hotels has a big impact, so an analyst must lay more weight into it. Own a long-term positive. Have a long-term positive effect on this structure, which adds to its amount. This specific factor will drive to a lowering in costs and to rise in revenue for this structure. Intercontinental Hotels is a difficult qualitative factor to defend, so vie foundation will have an easy time overcoming it. A powerful brand name is a main strength of Intercontinental, This gives Intercontinental Hotels the ability to charge higher prices for their products because consumers venue extra amount in the brand. Having a strong name as intercontinental hotel Makes them not afraid of their competitors. When given a choice, customers are faithful to Intercontinental resorts and hotels. In state of targeting all customers, Intercontinental resorts and hotels only needs to target new customers in demand to cultivate their business, faithful can be known as a customer stick to approve that your organization’s service offer is their

It is one of the largest retailer shop in the world offering different types of product with a very good reputation

The world offers significant business opportunities for every company, however, opportunities are accompanied by significant challenges for managers. Managing global operations across diverse cultures and markets represents a big challenge and opportunity for companies. To compete in the global market and be successful, companies must learn the strategies, policies, norms and technology necessary to conduct international business. The opportunities for global expansion are numerous, and attaining success is a matter of developing the right strategy to win local markets and its consumers.

In order to conduct business at the global level and achieve a competitive position in the market, most of the retail organisations tend to undertake different overseas expansion strategies to open up their businesses abroad. However as Xi (2002) points out, it is due to globalization it is important to undertake the most appropriate penetration and expansion strategies, failing to do which, an organisation can face losses in context to time and finances.

This report examines the strategic management of the international iconic fashion company- Prada. In this report we conduct an analysis of the external and internal environments and identify strengths, weaknesses, opportunities and threats of the Prada. The key issues identified in the environment analysis is the Prada’s future market especially China. The report reviews the financial and non-financial objectives of the company’s strategies and their affects for the stakeholders. Prada is engaging in their attempts to achieve their objectives. The strategic

Companies can decide to go global or to enter international markets for various reasons, and these different objectives at the time of entry that enable the business to produce different strategies and the performance goals, and even forms of market participation.

In 1990 Carrefour management team expressed their interest in entering into Russia’s retail markets. Carrefour entry into Russia market in 2009 had a short span of four months before Carrefour decided to pull out of the country. By conducting a SWOT analysis, defining the corporate global strategy, application to course work, case questions, and recommendations of Carrefour entry into Russia. It will make it possible to identify key components that lead to the failure of Carrefour in Russia’s.