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Carrefour

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Submitted By shafkat
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Mgt 101

Question: How should Mr. Duarant assess the opportunity in various countries around the world?

Answer:

Carrefour is the world largest hypermarket in terms of size, 2nd largest in terms of revenue and 3rd largest in terms of profit. It is the Wal-Marts biggest global competitor and has around 495,000 employees. But Carrefour is preparing for a global expansion and also for strengthening their current markets. However, different market has different levels of opportunities for Carrefour. So, Mr. Duarant, CEO of Carrefour, needs to properly assess what kind of opportunity is waiting for them in different countries.

There are several factors that need to be judged for assessing opportunities in various countries. First of all, consider the quantitative factors, factors that can be measured in numerical terms. Carrefour is operating business in China and wants to enter in Indian market. China has a population of 1324.6 million and India 1139.9 million, which are very close. But both are bigger than all of the European markets. That’s why, these markets offer Carrefour more sales volumes that means profit, which is an opportunity for them.

Another important factor to consider is qualitative factors, factors that are difficult to measure in numerical terms; examples of these factors are the political environment of a country, geographic location, product preference of the people etc. So, for Carrefour Western European, South American and Asia Pacific countries are more preferable because their politician environment is more stable than that of Middle-Eastern, African nations. So, the qualitative factors are needed to evaluate for assessing opportunities in various countries.

Again, another approach for evaluating opportunities is cost- effectiveness analysis. Consider the market of China and India once more. There is very little difference in the size of market, but around 37% of Indian population lives below the poverty line which is only 2.5% for China. GDP per capita of China is $3677, which is around three times of the GDP per capita of India ($1030). This implies that, Chinese have more buying power than that of Indians. So, Carrefour will earn more revenues in China than India. Moreover, the labor cost in both the countries is more or less same. That’s why, Chinese market is more profitable in terms of cost.

By these ways, Carrefour can analyze opportunities in various countries. But they need to consider various limiting factors, factors that stand in the way of accomplishing a desired objective (e.g. social values and norms etc.) as well.

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