家樂(lè)福銷售策略（英文版）

1、家樂(lè)福銷售策略Similarly,in those countries where Carrefour s growth isbased on a multiple format setup,it was organized so as tobest make use of the Group s local resources.Hence inFrance,the new logistic organization for supermarketsand convenience stores will result in significant economiesof scale for b

2、oth formats.In Brazil,the hypermarkets and supermarkets manage-ment,procurement and marketing resources were pooledto further boost sales.Wherever the Carrefour Group does business,its storeshave further moved its market positioning towards thediscount end through a policy of low prices and large-sc

3、ale promotions.The banners concerned by the con-version to the euro locked in their prices through May2002 and maintened a freeze on own brands over thewhole year.In Greece,for example,the prices of over1,000 products were frozen and the “budget itemsprices ”were maintained through December 31.The p

4、rice positioning was supported by many promo-tional campaigns.In the first half,Carrefour won backmarket share in Brazil by conducting three short promo-tional campaigns a week.In the second half,the group s40Anniversary offered a worldwide opportunity to dis-play the competitive nature of the produ

5、ct range.Otherinternational promotions such as the ones in countriesA firm positioning in discountCarrefour s priority is for each of its stores to set thebenchmark in retailing among its peers.Its stores provideall of the benefits of convenience,broad selection andprice under one roof,which only a

6、world-class Group canprovide.Efforts made in 2001 to pool know-how,logistics toolsand to group purchases have paid off.The gains derivedallow for aggressive discounting while increasing the num-ber of innovations.In Europe,the synergies achieved by France,Italy,Spainand Belgium boosted sales in thei

7、r stores,which managedto maintain a very aggressive price positioning comparedto the average for the market.These synergies also benefited from the internationaldeployment of product ranges.Spain saw the introduc-tion of 444 Carrefour product ranges and Italy 280.Meanwhile,1,400 retailer brands took

8、 the Carrefourname in Belgium.The Dia brand was introduced in France,thereby giving Ed the benefit of Dia Spain s purchasingclout.In the non-food sector,Carrefour Spain successfully intro-duced its textile know-how in Greece and Italy,therebyresulting in a net sales gain in these locations.Meanwhile

9、,Italy began to step up its role as a caterer for its Europeanneighbors.Optimizing resources through synergies14“During 2002,our Group continued to win market share basedon strong sales momentum and many new store openings in the30 countries where we have operations.We enhanced the appealof our bann

10、ers and built customer loyalty with our strongdiscount positioning as well as our focus on innovation andquality.The pace of expansion picked up with the addition of963,000 square meters of sales space in 2002 under the Group sbanners compared to 150,000 square meters in 2001.Carrefouralso enjoyed t

11、he first fruits of its multiple format strategy inWestern Europe and Latin America,passing on the gains derivedfrom pricing synergies to the greater benefit of consumers.Because we put the customer first,we have systematizedthe implementation of a program for long-term growththat encompasses the saf

12、ety and quality of our products,environmental protection and a commitment to ethics and ouremployees.Lastly,to support our expansion and provide the bestpossible service to our customers,the Group hired a total of70,000 new employees in all its banners in all countries.”Daniel Bernard,Chairman and C

13、hief Executive OfficerOUR STRATEGYS T E P P I N G U P T H E O F F E N S I VEMake consumer products accessible to the greatest number of people.Carrefour is working to achievethis goal every day by tailoring its products and concepts to consumers needs and expectations.In 2002,this uncompromising app

14、roach paid off.The Group grew its market share in every countrywhere it does business through an aggressive pricing policy,a revamped marketing program combinedwith quality products and a successful customer loyalty program.15 Stepping up the offensive Our strategyBrazil China Poland Francebrand,pre

15、sent in 9 countries with 815 productreferences in 2002.The clientele appreciates this commitment.The salesvolumes attest to the role Carrefour plays in makingquality accessible to all.Stimulated by low prices,stores have found effective andinventive tools to drive the sales momentum.The Grouphas mul

16、tiplied innovations by introducing new conceptsin all of the formats,launching new product lines (likethe Jaimeline)and increasing the scope of its services.Innovation to make stores increasinglyappealinginvolved in the World Football Cup,helped to boostthe stores financial performance.Food quality

17、and safety are one of the Group s ongoingpriorities.This concern has resulted in the creation ofCarrefour Quality Lines supply network,ten years ago.With 250 lines,including 118 in France,in partnershipwith 40,000 farmers,the program has now attained aninternational scope.13 countries are developing

18、 their ownlines and the volume of trade among the countries is highand constantly growing.The Group supplemented thisoffering four years ago by introducing the Carrefour BioQuality products within everyone s reachIn Europe,network renovation continued in Greece.InFrance,a major modernization effort

19、was begun,aimedat implementing all of Carrefour s new conceptsthroughout its hypermarkets.Twenty stores were reno-vated in 2002.The effort to tailor products to different consumer targetscontinued.The Group revamped 280 Shopi and“8 Huit ”convenience stores in France to meet the needsof a clientele s

20、eeking quality and friendliness.In all thecountries where Carrefour does business,the Dia bannersupported the growth in demand by adding to its salesarea and increasing the number of its listed products.Growth in store brands,retailer brands andprice leadersCarrefour offers a wide and varied range o

21、f productMultiplying new conceptsCarrefour made significant capital expenditures in 2002to reconfigure its stores to make them more attractiveand improve customer service.Reorganized sales areasand product staging make the best of the Group s vari-ous areas of expertise.This applies to both the food

22、 andnon-food areas in hypermarkets,to fresh foods in super-markets and convenience stores and to the managementof product lines in hard discount stores.The Group continued to modernize its networks.InArgentina,80 supermarkets were brought up to stan-dards and now bear the Norte banner.In Asia,manyst

23、ores adopted new concepts for fresh foods,therebygaining a huge competitive advantage over their mainrivals,the street markets.In Thailand,60%of the storenetwork was remodeled following these principles.16Reflets de France N 1 J aimeFirstline Carrefour17Destination SaveursStepping up the offensive O

24、ur strategylines,which are often updated in both foods and non-foods.It has thirteen excellent value-for-money store brands,four of which have an international and multipleformat scope.Reflets in France and its offshoots TierraNuestra in Spain,Terra d Italia in Italy,and Souvenir duTerroir in Belgiu

25、m;Destinations Saveurs,EscapadesGourmandes and Grand Jury.Store brands represent a significant share of salesranging from an average of 25%up to 80%for someproduct families in France.In 2002,the Carrefour,Champion and Dia retailerbrands continued to increase their share of theirproduct lines in the

26、various stores.Dia introduced from300 to 450 listed items in its various sales outlets.InItaly in particular,the network s growth was supportedby the introduction of over 1,600 listed items in all itsformats.Of these,420 were sold under the newlycreated Di per Di brand,920 were GS products and280 we

27、re new Carrefour products.“Price leader ”products were also a powerful salesdriver in 2002,particularly in those countries mosttouched by the economic crisis.In particular,they wereintroduced into Norte s product range in Argentina.Sales of the high quality Bio and Quality Linescontinued to rise in

28、those countries where they wereintroduced,advancing strongly in Western Europe witha significant thrust into Latin America.Introduced in2002 by Carrefour in France,the new brand of healthfood products,“j aime ”has just been added to theselines.In the non-food area,the Group has severalbrands that ha

29、ve an appeal similar to those of thespecialized names.The Tex clothing brand is one ofFrance s leading textile brand.Growing use of loyalty cardsLoyalty cards continue to be increasingly used.Today,21 million households in Europe own a loyalty cardfrom one of the Group s banners and Champion s loy-a

30、lty card Iris accounts for 75%of its French sales.InGreece,the Kerdokarta loyalty card was introduced inSeptember 2001 and was owned by 471,000 customersin 2002 who generated 40%of the store s sales.InSpain,Dia s customer loyalty program involves 6 mil-lion cardholders and accounts for 82%of Dia s s

31、ales inthat country.Additional customer loyalty tools were implemented insome countries.In France,Champion introduced Ticket+Champion in January 2002.The program distributedcoupons to all its supermarket shoppers,generating a40%redemption rate over the year.The introductionof a similar tool in Polan

32、d boosted store traffic by 21%.Always more customer servicesOver the years,Carrefour has added numerous practi-cal and accessible services to its offering.The Grouphas thus become a competitive player and the bench-mark in several areas of activity outside of its core busi-ness line.With 88 offices

33、located near its stores,Vacances Carrefour is one of France s leading touroperators.The operation publicized its expertise bymaking a travel brochure available in Champion storesand has introduced an offer in its convenience stores.In2002,the concept was exported to Greece under theCarrefour Travel

34、banner.The Group has also continued to expand its network ofoptician shops in France,Spain and Italy and is under-taking to develop a network of service stations in Spain.In Europe,network renovation continued in Greece.InFrance,a major modernization effort was begun,aimedat implementing all of Carr

35、efour s new conceptsthroughout its hypermarkets.Twenty stores were reno-vated in 2002.The effort to tailor products to different consumer targetscontinued.The Group revamped 280 Shopi and“8 Huit ”convenience stores in France to meet the needsof a clientele seeking quality and friendliness.In all the

36、countries where Carrefour does business,the Dia bannersupported the growth in demand by adding to its salesarea and increasing the number of its listed products.Growth in store brands,retailer brands andprice leadersCarrefour offers a wide and varied range of productMultiplying new conceptsCarrefour

37、 made significant capital expenditures in 2002to reconfigure its stores to make them more attractiveand improve customer service.Reorganized sales areasand product staging make the best of the Group s vari-ous areas of expertise.This applies to both the food andnon-food areas in hypermarkets,to fres

38、h foods in super-markets and convenience stores and to the managementof product lines in hard discount stores.The Group continued to modernize its networks.InArgentina,80 supermarkets were brought up to stan-dards and now bear the Norte banner.In Asia,manystores adopted new concepts for fresh foods,

39、therebygaining a huge competitive advantage over their mainrivals,the street markets.In Thailand,60%of the storenetwork was remodeled following these principles.16Reflets de France N 1 J aimeFirstline Carrefour17Destination SaveursStepping up the offensive Our strategylines,which are often updated i

40、n both foods and non-foods.It has thirteen excellent value-for-money store brands,four of which have an international and multipleformat scope.Reflets in France and its offshoots TierraNuestra in Spain,Terra d Italia in Italy,and Souvenir duTerroir in Belgium;Destinations Saveurs,EscapadesGourmandes

41、 and Grand Jury.Store brands represent a significant share of salesranging from an average of 25%up to 80%for someproduct families in France.In 2002,the Carrefour,Champion and Dia retailerbrands continued to increase their share of theirproduct lines in the various stores.Dia introduced from300 to 4

42、50 listed items in its various sales outlets.InItaly in particular,the network s growth was supportedby the introduction of over 1,600 listed items in all itsformats.Of these,420 were sold under the newlycreated Di per Di brand,920 were GS products and280 were new Carrefour products.“Price leader ”p

43、roducts were also a powerful salesdriver in 2002,particularly in those countries mosttouched by the economic crisis.In particular,they wereintroduced into Norte s product range in Argentina.Sales of the high quality Bio and Quality Linescontinued to rise in those countries where they wereintroduced,

44、advancing strongly in Western Europe witha significant thrust into Latin America.Introduced in2002 by Carrefour in France,the new brand of healthfood products,“j aime ”has just been added to theselines.In the non-food area,the Group has severalbrands that have an appeal similar to those of thespecia

45、lized names.The Tex clothing brand is one ofFrance s leading textile brand.Growing use of loyalty cardsLoyalty cards continue to be increasingly used.Today,21 million households in Europe own a loyalty cardfrom one of the Group s banners and Champion s loy-alty card Iris accounts for 75%of its Frenc

46、h sales.InGreece,the Kerdokarta loyalty card was introduced inSeptember 2001 and was owned by 471,000 customersin 2002 who generated 40%of the store s sales.InSpain,Dia s customer loyalty program involves 6 mil-lion cardholders and accounts for 82%of Dia s sales inthat country.Additional customer lo

47、yalty tools were implemented insome countries.In France,Champion introduced Ticket+Champion in January 2002.The program distributedcoupons to all its supermarket shoppers,generating a40%redemption rate over the year.The introductionof a similar tool in Poland boosted store traffic by 21%.Always more

48、 customer servicesOver the years,Carrefour has added numerous practi-cal and accessible services to its offering.The Grouphas thus become a competitive player and the bench-mark in several areas of activity outside of its core busi-ness line.With 88 offices located near its stores,Vacances Carrefour

49、 is one of France s leading touroperators.The operation publicized its expertise bymaking a travel brochure available in Champion storesand has introduced an offer in its convenience stores.In2002,the concept was exported to Greece under theCarrefour Travel banner.The Group has also continued to exp

50、and its network ofoptician shops in France,Spain and Italy and is under-taking to develop a network of service stations in Spain.Over its 40 years of existence,the relevance of its hypermarket concept has opened thedoors of 30 countries to the Group.In only ten of them does it have a multiple format

51、presence.Hence,Carrefour has a considerable growth margin for its two other globalbusiness lines the supermarket and the hard discount store.In 2002,themultiplication of the number of store openings worldwide in all formats demonstratesthe Group s efforts to resume its traditional growth rate.18With

52、 a solid base in 30 countries spanning four con-tinents,Carrefour began 2002 in a new expansionphase oriented on building upon its existing networkand regionalizing its concepts.The current objectiveis to exploit the growth potential that it gained in itsmajor strategic deals concluded in recent yea

53、rs.During 2002,Carrefour opened 657 stores.They are broken down into 43 hypermarkets,77 supermarkets,338 hard discount stores,195convenience stores and 4 cash and carry stores.This brought the total number of stores under theCarrefour banner to 9,632.The stores total salesarea rose from 11,816,000 s

54、quare meters to12,780,000 square meters.Same store salesaccounted for 2.8 percentage points of Carrefour stotal growth rate.In Europe,the stepped-up expansion programresulted in the opening of 17 hypermarkets andOver 600 openings spanning the continents71 supermarkets,enabling the Group to win marke

55、tshare in all of the countries where it operates,particularly those where it most recently entered.In Latin America,the Group plans to add to itsexisting network by playing on the diversity of itsformats and targeting densely populated regions.In Argentina,the economic crisis hampered thegrowth of h

56、ypermarket and supermarket names,but favored Dia s advance,whose concept provedparticularly appropriate in the tough economicand social environment.In Brazil,the expansion in hypermarkets andsupermarkets resumed.The Group was on theupswing in the rest of Latin America with new storeopenings in Mexic

57、o and Colombia.The rate ofgrowth is expected to accelerate in 2003 andextend to Chili.Asia accounted for 42%of new hypermarketopenings.Carrefour opened a fourth hypermarketin Japan,confirming its plans to expand into apromising market,and it stepped up its intro-duction in China s major cities.FOCUS

58、ING ON EXPANSIONwith Javier Campo,Director Hard discountDIA is a rapidly expanding bannerthat has proved its resilienceThe hard discount store is a go-anywhere format that isparticularly well suited to the most difficult situationsthanks to its format,low prices and product lines.Diais well establis

59、hed in seven countries,which leavesroom for market penetration in the 23 others wherethe Group is established.We have an immensepotential for growth,but our policy is to consolidateour network before committing ourselves in additionalcountries.Our principal task in 2002 was to build onour presence i

60、n those countries recently opened to usthrough a program of rapid expansion.In Brazil,wherewe just opened 52 stores,70 openings are planned inSo Paulo for 2003.In Turkey,45 stores were added tothe total number.In these countries where retailing is19predominant,Dia succeeded in making significantmark