CARREFOUR, CHINA BUILDING A GREENER

STOREPresented By: Sindoor Naik

Case Synopsis Carrefour : 2nd Largest Retailer in the World Entered China in 1995 Carrefour approach : French Manager for new project David Monaco : Asset and construction director of Carrefour in

China Transition from traditional markets to super markets in China Product range : A mixture of East and West (from food product

to non food products) Success factors : Experience gained in Taiwan and Local

Strategies Environment Friendly Initiative Green Building trends in China The LEED Green Building rating system The Competition

Problem Definition Store Development in China During the early years Retail operations Chinese Climate Frequent Power Shortages Protests against genetically modified products Green Building trends in China during Olympics Reducing power consumption and operating costs Green Market Certification Competition from Walmart, Auchan and other retailers in the

race for green initiative Cost for installing green equipments

Solutions Centralize and standardize all asset expansions and construction

activities Monaco reduced the average store development cost by 25% Shorten the average construction time by 20% Maintenance an operating cost by 12% Established long term relationships Assigned engineers to work on low-cost preventive maintenance of

store Tie up with Schneider electric Solar Panels and in-store refrigeration systems were tested Deco lighting provided energy savings by 33% per sq. meter Energy management systems were used which reduced the savings

by 550,460 KWh Installed various alternate energy equipment

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