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HOMEPLUS: RIDING THE KOREAN RETAILING ROLLERCOASTER

Submitted by:
Cananea, Franco Rivas M.
Mohammad Yasser, Mahter A.
Ortega, Trisha C.
Sescon, Michael Andre A.
Wahab, Irene L.

Submitted to:
Mr. Francis Arroyo

January 9, 2016
HOMEPLUS: RIDING THE KOREAN RETAILING ROLLER COASTER
Problem Statement How can Homeplus address the current conflict against Korea’s small store owners while continuously developing the company’s economic growth and performance?
Objectives
To maintain Homeplus’ growth and competitive strength, taking into consideration the various changes in the Korean retail market (e.g. proposed regulatory bills).
Brief Description of the Case Tesco, a multinational retail giant from Britain, engaged in a joint venture with Samsung Group during the late 1990s in order to enter Korea's competitive retail industry. The new brand was called Homeplus and its management implemented various policies aimed at localizing the business while also introducing business practices from Tesco's British headquarters. Homeplus was the first retailing company to introduce the supply chain management system and to develop two different products that would cater the preference of the various income level earners. The company invested in growth and diversification through large discount stores offering an “all in one spot” shopping experience, small-sized-super-supermarkets, private brands, and online shopping. The secrets to Tesco’s success are its undying drive to provide value to customers and continued investment in latest technologies, such as online shopping which allows their techy customers to conveniently order their products through the use of their handy tablets and smartphones. Tesco exerted lots of efforts to understand its customers, given that Koreans are the most demanding consumers in the world and like to purchase a small quantity of groceries at very

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