1. Marketing drivers: After achieved international expansion in Europe, Tesco began Asian expansion programme, initially entering Thailand and South Korea. In addition, South Korea has provided Tesco with its second-largest market after UK. The reason why Tesco can achieve such successful market enter in South Korea is that having transferable marketing that means Tesco has opportunities or ability to enter the market. In 1997-1998, Asia suffered economic crisis, which give Tesco opportunities to
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Master of Business Administration Strategic Management Carrefour Misadventure in Russia Supervised By John Kalmus Submitted By STU 22782 Submitted To IBAM Word Count 3898 Submission Date 22 January 2011 Carrefour strategy is comprised of following components • Organic, Sustainable and Profitable growth • Fast return on capital employed • Market Leadership through • Acquisition Carrefour started business in 1963 by introducing the idea of hyper market by providing
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The case describes Carrefour's entry and expansion strategies into the South Korean market and the reasons that led to its exit from the country. The company failed to localize its stores, and the products sold, according to the needs and preferences of Korean consumers. Carrefour chose to venture into the Korean market on its own, without a local partner, due to which it failed to understand the market and was unable to select good locations for its stores. The company employed most of its top management
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A Comparative Study of Asia Strategy: Wal-Mart versus Carrefour Miao-Que Lin Fu Jen Catholic University, China. Wen-Kuei Liang Tatung University, China. Abstract Wal-Mart, the number one retailer in the world, persistently maintain three fundamental beliefs—respect everyone, total-solution service, and in search of highest quality—to shape their unique corporate culture. They insist lowest price every day, carry out total solution services, effectively control the cost of global logistics
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operator to a multinational giant – with subsidiaries in Europe, Asia and North America – and in 2009 had 64 per cent of its operating space outside the UK. Examining market entry into Asia in more detail, the case compares ‘success’ in Thailand and South Korea with ‘failure’ in Taiwan. It also considers ‘a high risk gamble’ in Tesco’s entry into the US market, long considered to be a graveyard of overambitious expansion by UK retailers. ● ● ● Introduction In April 2009, Tesco, the UK’s largest retailer
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operator to a multinational giant – with subsidiaries in Europe, Asia and North America – and in 2009 had 64 per cent of its operating space outside the UK. Examining market entry into Asia in more detail, the case compares ‘success’ in Thailand and South Korea with ‘failure’ in Taiwan. It also considers ‘a high risk gamble’ in Tesco’s entry into the US market, long considered to be a graveyard of overambitious expansion by UK retailers. ● ● ● Introduction In April 2009, Tesco, the UK’s largest retailer
Words: 5448 - Pages: 22
operator to a multinational giant – with subsidiaries in Europe, Asia and North America – and in 2009 had 64 per cent of its operating space outside the UK. Examining market entry into Asia in more detail, the case compares ‘success’ in Thailand and South Korea with ‘failure’ in Taiwan. It also considers ‘a high risk gamble’ in Tesco’s entry into the US market, long considered to be a graveyard of overambitious expansion by UK retailers. ● ● ● Introduction In April 2009, Tesco, the UK’s largest retailer
Words: 5448 - Pages: 22
proved to be a success in South Korea. Over this past century, there has been an evident emergence of multinational retail corporations. The general philosophy of these companies has been economically driven, that is, to prosper in terms of sales revenue and to expand globally while acquiring maximum market shares. The most dominant firm in this aspect is U.S. based Wal-Mart that leads with sales revenue exceeding $466.1 billion in 2012, followed by French based Carrefour with income of $112.6 billion
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the world which is founded by Jack Cohen in 1919. Currently, this British-based international grocery and general merchandising retail group operates 4331 stores across 14 countries (the United Kingdom, Ireland, the U.S., China, India, Thailand, South Korea, Malaysia, Japan, Turkey, Poland, Hungary, Czech Republic and Slovakia) , employs 472,000 people, and recently generated $513million in 2012 sales. Furthermore, Tesco is the largest private sector employer in the United Kingdom, and is recognized
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expectations in other countries by entering into joint ventures with local partners, such as Samsung Group in South Korea (Samsung-Tesco Home plus), and Charoen Pokphand in Thailand (Tesco Lotus), appointing a very high proportion of local personnel to management positions. It also makes small acquisitions as part of its strategy for example, in its 2005/2006 financial year it made acquisitions in South Korea, one in Poland and one in Japan.[75] In late 2004 the amount of floorspace Tesco operated outside
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