Principle & Practice of Management

1608 Words Oct 20th, 2012 7 Pages
International Case : Carrefour — Which Way to Go?

How should Mr. 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 adopt Wal-Mart's strategy of "low prices everyday"? What would be the advantage or disadvantage of such a strategy? Yes certainly they
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suburbanization, greater participation of women in the labour force, and a large increase in the ownership of cars and refrigerators.3.The continued growth of suburban communities abroad is another major socioculturaltrend.4.Asian customers still tended to shop daily at wet markets or “mom & pop”stores.5.Moreover, impulse buying was on the rise and replacing necessity purchasing.6.Shopping as a form of leisure was an increasing phenomenon. Carrefour has positioned itself as an international leader in the retail industry.

Case study:2
1) The reengineering efforts of P&G focused on the business process system. Do you think other processes, such as the human system, or other managerial policies need to be considered in a process redesign?

The reengineering efforts also required restructuring of the organization. P&G had been known for its brand management for more than 50 years. But in the late 1980s and early1990s, the brand management approach pioneered by the company in the 1930srequired rethinking and restructuring. In a drive to improve efficiency and coordination, several brands were combined with authority and responsibility given to category managers. Such a manager would determine overall pricing and product policies. Moreover, the category managers had the authority to withdraw weak brands, thus avoiding conflict between similar brands. They were also held responsible for the profit of the product category they were managing. The switch to
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