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1、家乐福销售策略家乐福销售策略 Similarly,in those countries where Carrefour s growth is based on a multiple format setup,it was organized so as to best make use of the Group s local resources.Hence in France,the new logistic organization for supermarkets and convenience stores will result in significant economies o
2、f scale for both formats. In Brazil,the hypermarkets and supermarkets manage- ment,procurement and marketing resources were pooled to further boost sales. Wherever the Carrefour Group does business,its stores have further moved its market positioning towards the discount end through a policy of low
3、prices and large- scale promotions.The banners concerned by the con- version to the euro locked in their prices through May 20 and maintened a freeze on own brands over the whole year.In Greece,for exle,the prices of over 1,000 products were frozen and the “budget items prices were maintained throug
4、h December 31. The price positioning was supported by many promo- tional caigns.In the first half,Carrefour won back market share in Brazil by conducting three short promo- tional caigns a week.In the second half,the group s 40 th Anniversary offered a worldwide opportunity to display the petitive n
5、ature of the product range.Other international promotions such as the ones in countries A firm positioning in discount Carrefour s priority is for each of its stores to set the benchmark in retailing among its peers.Its stores provide all of the benefits of convenience,broad selection and price unde
6、r one roof,which only a world-class Group can provide. Efforts made in 20 to pool know- how,logistics tools and to group purchases have paid off.The gains derived allow for aggressive discounting while increasing the num- ber of innovations. In Europe,the synergies achieved by France,Italy,Spain and
7、 Belgium boosted sales in their stores,which managed to maintain a very aggressive price positioning pared to the average for the market.These synergies also benefited from the international deployment of product ranges.Spain saw the introduction of 444 Carrefour product ranges and Italy 280. Meanwh
8、ile,1,400 retailer brands took the Carrefour name in Belgium.The Dia brand was introduced in France, thereby giving Ed the benefit of Dia Spain s purchasing clout. In the non-food sector,Carrefour Spain successfully intro- duced its textile know-how in Greece and Italy,thereby resulting in a sales g
9、ain in these locations.Meanwhile, Italy began to step up its role as a caterer for its European neighbors. Optimizing resources through synergies 14 “During 20,our Group continued to win market share based on strong sales momentum and many new store openings in the 30 countries where we have operati
10、ons.We enhanced the appeal of our banners and built customer loyalty with our strong discount positioning as well as our focus on innovation and quality.The pace of expansion picked up with the addition of 963,000 square meters of sales space in 20 under the Group s banners pared to 150,000 square m
11、eters in 20. Carrefour also enjoyed the first fruits of its multiple format strategy in Western Europe and Latin America,passing on the gains derived from pricing synergies to the greater benefit of consumers. Because we put the customer first,we have systematized the implementation of a program for
12、 long-term growth that enpasses the safety and quality of our products, environmental protection and a mitment to ethics and our employees.Lastly,to support our expansion and provide the best possible service to our customers,the Group hired a total of 70,000 new employees in all its banners in all
13、countries.” Daniel Bernard,Chairman and Chief Executive Officer OUR STRATEGY S T E P P I N G U P T H E O F F E N S I VE Make consumer products accessible to the greatest number of people.Carrefour is working to achieve this goal every day by tailoring its products and concepts to consumers needs and
14、 expectations. In 20,this unpromising approach paid off.The Group grew its market share in every country where it does business through an aggressive pricing policy,a reved marketing program bined with quality products and a successful customer loyalty program. 15 Stepping up the offensive Our strat
15、egy Brazil China Poland France brand,present in 9 countries with 815 product references in 20. The clientele appreciates this mitment.The sales volumes attest to the role Carrefour plays in making quality accessible to all. Stimulated by low prices,stores have found effective and inventive tools to
16、drive the sales momentum.The Group has multiplied innovations by introducing new concepts in all of the formats,launching new product lines (like the Jaimeline)and increasing the scope of its services. Innovation to make stores increasingly appealing involved in the World Football Cup,helped to boost the stores ? financial performance. Food quality and safety are one of the Group s ongoing priorities.This concern has resulted in the creation of Carrefour Quality Lines supply w
