Carrefour's Strategies in China
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Case Details:
Case Code : BSTR246
Case Length : 30 Pages
Period : 1995-2006
Pub Date : 2007
Teaching Note : Available
Organization : Carrefour
Industry : Retailing
Countries : China
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Please note:
This case study was compiled from published sources, and is intended to be used as a basis for class discussion. It is not intended to illustrate either effective or ineffective handling of a management situation. Nor is it a primary information source.
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<< Previous
The 'Great Mall' of China Contd...
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Till the 1980s, the retail industry in China was fully controlled by the
Government. The department stores run by the Government provided little in the
way of conveniences. According to Wang Zhirong, General Manager of Tian Bai
department store in Dalian, concepts like customer service and choice were
unheard of. She said, "It didn't matter how you did your job, when customers
came they had to wait until the shop assistants were in a good mood before
begging them for help."7
Carrefour entered China in 1995, when the Chinese Government had partially
opened the retail sector.
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The country's economy was in the growth phase and the urban
consumers were shifting their preferences from the wet markets8
and state-owned stores, to foreign retailers like Carrefour which provided
convenience along with a wide range of products in hygienic surroundings (Refer
to Exhibit II for retail industry in China).
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Carrefour went on to strengthen its position in the
country and by 2005; it had emerged as the sixth largest retailer in
China. It was also the largest foreign retailer in the country (Refer to
Table II for the leading retailers in China in 2005).
According to Beijing-based CTR Market Research9,
Carrefour was the major retailer in 15 of the largest cities across
China, with a market share of more than 5%.
Between 2006 and 2010, Carrefour projected revenue growth of above 20%
in China per annum and planned to open about 80 more hypermarkets in the
country by 2009... |
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