carrefour india
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analysis on case study of carrefour indiaTRANSCRIPT
Carrefour India
Introduction
Carrefour is known to be a huge brand-retailer worldwide after Wal-Mart. For several
years the company has been trying to penetrate the Indian retail market because India
is known to possess the largest retail market in the world. India has a massive
population of 1.22 billion and its known to be the second in the world with a population
of over 200 million of people who are middle class and has a continual rise in house
hold (Indiaolinepages.com, 2012). Its GDP rate is about 10 percent, 8 percent
employment and the annual growth rate of the industry is 25 percent . With regards to
that, this makes the Indian’s current market to be lucrative, attractive and pose potential
for big retailers such as Carrefour to enter and invest. However, there are some certain
problems that Carrefour will face when trying to enter the Indian market.
WORKINGS OF CARREFOUR IN JAPAN, CHINA
Despite the fact that Indian retail industry is huge, it is much unorganized and made up
of small stores and housing stores. Often this is would be an advantage for a large
retailer like Carrefour, but the retailer needs to proceed cautiously when trying to initiate
hypermarkets to India‘s culture. Carrefour has gone through a huge failure and success
in some Asian markets before, especially in China & Japan. In japan Carrefour
company failed to adhere to Japanese‘s culture but rather they became completely
ignorant. Baek (2005) noted that, Carrefour japan lacked the inability to grow its
business, could not find space enough in the real estate to build its large stores and had
trust issues with its consumers. As result of this failure, Carrefour incurred costs close to
300 million dollars.
Even though Carrefour failed in Japan it was successful in China. In 1995 Carrefour
managed to enter the Chinese market when the retail sector was opened partially by the
government. (Wrigley 2009, p.50) explained that, “Through localization policy and
government marketing, Carrefour became the largest foreign retailer in China.” The
retailer translated its name into Chinese name and characters which implied the
company s respect toward the local culture thus massive success in China. Furthermore
Carrefour met its consumer‘s needs and knows that people want a company that is
familiar, friendly and does satisfy the local tastes. Also the company does offer its
merchandise through traditional Chinese such as customers pulling fresh produce for
themselves. Another aspect that has contributed to Carrefour‘s success is, its ability to
offer low-cost discounts being the most crucial offer to the price conscious consumers.
KEY ISSSUES THAT AFFECT ENTRY STRATEGY INTO INDIA
Analyzing from the experiences of Japanese and Chinese Asian economies, it would be
wise for Carrefour to consider its failures and success and incorporate them to enter the
Indian market. Therefore Carrefour can enter India with someone who know the culture
and can assist the retailer to get a real estate through joint venture wholesaler. Also the
laws of entering the retail markets should be considered as in India foreign companies
cannot simply enter the market and set up a store anyhow. Huge companies such as
Wal-Mart and Carrefour do offer consumers a wide range of goods at low prices
therefore Carrefour would have to change their way of doing or conducting business if it
starts operating in India. Another major issue that Carrefour might face in India is
terrorism. India is regarded to be one of the most of the terror afflicted countries the
United States. Dale (2009, p.69) Lots of people are often killed during terrorist activities
on yearly basis and these attacks are fueled by poverty therefore, if Carrefour‘s targeted
customers are middle class then it could become targets. If Carrefour enters the Indian
market then it may encounters problems such as inflation, scarce retail space and
terrorism but I perceive the major issue at hand is the law that hinders them and all
other foreign business that are willing to settle up their retailers in India. Looking at the
fact that the whole country is composed of middle class individuals is basically being
denied access to Carrefour. Hence, to enter this market Carrefour should partner up
and operate joint venture only. According to research, there is an indication that Indian
people, particularly young people reckon a wide selection, loyalty programs and easy
access. All these things Carrefour has offers but it cannot do due to limitations of laws
that hinders foreign direct investment in India‘s market.
ENTRY MODE
Several factors need to be considered by Carrefour in the entry process such as market
size and growth, risk, government regulations, local infrastructures, flexibility and
company objectives. Carrefour needs to regard a dynamic entry mode that will assist
them to gain a competitive advantage in India. There are lots of entry modes available
such as internet, licensing, strategic alliances, exporting, international agents and
distributors, joint ventures, overseas manufacturing and international sales subsidiaries.
However, the entry mode used by retailers is often strategic alliances and joint ventures
therefore for Carrefour to enter India will recommend joint ventures as an entry mode.
The reasons being, joint ventures will provide it a chance to reduce the risks during the
period of startup and entry. The retailer would able encounter growth and better
operations within the region because the joint venture partner chosen would be having
experience about the market. Carrefour can be a joint venture with Reliance industries
limited under the Reliance Retail sector which is a conglomerate with lots of experience
in the Indian market and has been ranked 99th in the Fortune Global 500 list of the
biggest companies in the world With such joint venture (Pradhan, 2006).Carrefour will
have to align its market to the Indian market by adjusting their products to meet the
social –cultural norms of the market.
Joint ventures would be appropriate for Carrefour India as the market is protected and
governed by the law (Tschoegl ,2011).For example, the government only allows multi-
brand retailers to penetrate the market through franchise. 51 percent FDI is given to
single brand retailers, cash and carry 100 percent and zero percent is allowed in multi-
brand retail is presently allowed. With this venture, it will allow penetration of protected
markets, it lowers production costs and Carrefour would gain advantage of accessing
markets and distribution with joint venture. Another advantage for Carrefour would be
sharing risk and high research and development costs. Joint venture also allows the
company to keep their company’s affairs separate from other activities of those
involved. Therefore Carrefour can be able to enter Indian and still keep its issues to
itself without the interference of the law. Also the company would be able to build long
term relationship that can benefit them when doing projects. Also entering through joint
venture allows Carrefour to have contact with the local suppliers and the government
officials in India thus easier and smooth operation off the business.
INTERNATIONAL CORPORATE LEVEL STRATEGY
TRANSNATIONAL STRATEGY
(Elsrner & Swoboda, 1212, p.114) stated that, “In Asia, Carrefour still has to achieve
both global efficiency and local responsiveness in the markets.” Due to increased
global competitors they encounter the company has to hold the costs down and also
meet the demand of extremely different set of cultures, local tastes and buying patterns.
Investing in India would require Carrefour to perform cross training for foreign
managers, with local managers to assist in increasing local responsiveness. Carrefour
incorporates both multi-domestic and global strategies thus the use of transnational
strategy does explains why Carrefour has been successful in most cases, despite
Japan when opening new retailers in other countries. As result the strategy would work
well in the process of entering the Indian market since it has been adopted well before.
PEST
ECONOMIC
Economic environment outlines all the threats and opportunities of Carrefour. In 2007
the economy of India has boosted up to U.S1.1 trillion and it was the third largest in the
Asian economies. The nominal GDP capital is also constantly growing at the rate of
$1096. Despite the lower rates of country s average per capital income there is a
continuous growth in the middle and upper classes. Also there is an increase in private
consumption of 8.3 percent in the fourth quarter I the 2007 fiscal year. Even though
Indians are enjoying an uprising prosperity there has been uneven distribution of wealth.
However part of the population amounting 25 percent still live below the poverty line and
the current unemployment rate is 9.8 percent. For the past four decades India had a
high steady fiscal deficit plus the cash deficit has been there for the past 20 years
ranging from 2 percent to 4 percent of its GDP. India has a lower ratio of exports to
GDP amongst the Asian countries and this suggests that India has a low interdependent
ratio. The industry sector comprises of 55 percent GDP from service sector, agricultural
sector accounts 17 percent and industrial sector accounts 28 percent. In terms
employment the agriculture sector offers 52 percent, the service sector contributes 34
percent and industrial sector provides 14 percent of employment.
Technological
Technology is the most crucial aspect of the macro environment and it is the leading
force behind the development of lots available products and services in the market
today. India is effective on the IT sector and software has been the main drive of
businesses and has grown over 50% yearly. Thousands of business are has been
established since 1999 in India and labor has increased therefore Carrefour can take
advantage of that. Skilled labor would contribute to fast and efficient services and thus
increased sales. In India there is a readily available information offered the government
agencies and business consultants therefore carrefour can gahther information on
how to enter the Indian market.
REFERENCE LIST
Baek, J. (2005). The Case of Toys “R” Us and Carrefour in Japan. Journal of Global
Marketing. 18 (1-2), p151-166.
Dale, M. (2009). Religious Suicide in Islamic Asia Anticolonial Terrorism in India,
Indonesia, and the Philippines. Theory, Culture & Society. 32 (3), p64-112.
Elsner. S & Swoboda, P. (2012). Preferences and Performance of International
Strategies in Retail Sectors: An Empirical Study. ScienceDirect. 6 (2), p112-987.
Wrigley, N. (2009). Organizational Challenges and Strategic Responses of Retail TNCs
in Post-WTO-Entry China. Economic Geography. 85 (1), p49-90.
Pradhan, S (2006). Retailing Management 2E. 2nd ed. London: Tata McGraw-Hill
Education. p65-110.
Tschoegl , E. (2011). International Retail Banking as a Strategy: An Assessment.
Journal of International Business Studies,. 18 (2), p67-88.
http://www.indiaonlinepages.com/population/india-current-population.html