CARREFOUR CHINA,
BUILDING A GREENER STORE
Edizcan İkizoğlu
Ertuğrul Ozan Özbahar
Sırma Karakaya
IE457|Case 2 Report
Bilkent University
November, 2013
I.SUMMARY
In 1995, Carrefour entered China, with its first store opening in Beijing. By June 2006 the company was operating 73 hypermarkets in 29 Chinese cities and it was the number one foreign retailer in China having the fastest growing rate among its competitors [1]. The company planned to open 100 new stores in 2006-07 because the competition had recently stepped up. As competitors try to take the biggest share of pie, all brands of markets are forced to show their difference from the others in order to attract potential customers. Therefore, David Monaco, asset and
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C. Advertisement Chance
Advertising chance is the vital performance measure for the company because Olympic Games are so popular in the world. Millions of people join the organization and the popularity of Carrefour must be raise. Therefore, Carrefour suffers the scales in the company’s favor.
IV. METHODOLOGY
In the methodology part, in the light of the criteria we will suggest proposed solution and their evaluations. Firstly, the applicable solution for the firm is limited 2 years until Olympic Games to increase its own prestige, so firm should find applicable and effective solution in a limited time. If Carrefour gets the chance of applying green markets before its competitors, it will increase its own prestige. Namely, Chinese government can recognize the firm as a green retailer. This perception positively affects the reputation of firm. As a result, the first applier of green markets and increasing government recognition make a significant contribution to the reputation of firm. According to information given, Carrefour can open new green stores but we need to consider cost and time limitations. Another solution is that Carrefour can change its current store according to green strategy so it will be more sense able solution. Finally, Carrefour cannot do anything but it is the worst case for it because it will not get any reputation.
V. ANALYSIS OF THE PROBLEM
This expansion demonstrates how the luxury industry is now run by massive corporations whose focus is only on growth, visibility, brand awareness, advertising, and most importantly, PROFITS! With growth and expansion, has come a decrease in quality and rarity. The luxury garments produced are mostly not handmade but are even outsourced to large factories in places such as China and Turkey. Also, to meet quarterly turnover projections, “designers churn(ed) out increasingly trendy collections of clothes, handbags, and shoes.” (Thomas, Pg. 246) With hundreds of new stores around the globe the surplus of designer labeled merchandise is immense hence, the proliferation of outlet malls.
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