家乐福销售策略（英文版）.DOC

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
of 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 prices and large-
scale promotions.The banners concerned by the con-
version to the euro locked in their prices through May
2002 and maintened a freeze on own brands over the
whole year.In Greece,for example,the prices of over
1,000 products were frozen and the “budget items
prices ”were maintained through December 31.
The price positioning was supported by many promo-
tional campaigns.In the first half,Carrefour won back
market share in Brazil by conducting three short promo-
tional campaigns a week.In the second half,the group ’s
40
th
Anniversary offered a worldwide opportunity to dis-
play the competitive nature 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 under one roof,which only a world-class Group can
provide.
Efforts made in 2001 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 Belgium boosted sales in their stores,which managed
to maintain a very aggressive price positioning compared
to the average for the market.
These synergies also benefited from the international
deployment of product ranges.Spain saw the introduc-
tion of 444 Carrefour product ranges and Italy 280.
Meanwhile,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 net sales gain in these locations.Meanwhile,
Italy began to step up its role as a caterer for its European
neighbors.
Optimizing resources through synergies
14
“During 2002,our Group continued to win market share based
on strong sales momentum and many new store openings in the
30 countries where we have operations.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 2002 under the Group ’s
banners compared to 150,000 square meters in 2001.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 long-term growth
that encompasses the safety and quality of our products,
environmental protection and a commitment 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 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 expectations.
In 2002,this uncompromising approach paid off.The Group grew its market share in every country
where it does business through an aggressive pricing policy,a revamped marketing program combined
with quality products and a successful customer loyalty program.
15 Stepping up the offensive Our strategy
Brazil China Poland France
brand,present in 9 countries with 815 product
references in 2002.
The clientele appreciates this commitment.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 drive the sales momentum.The Group
has multiplied innovations by introducing new concepts
in all of the formats,launching new product lines (like
the "Jaime"line)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 network,ten years ago.
With 250 lines,including 118 in France,in partnership
with 40,000 farmers,the program has now attained an
international scope.13 countries are developing their own
lines and the volume of trade among the countries is high
and constantly growing.The Group supplemented this
offering four years ago by introducing the Carrefour Bio
Quality products within everyone ’s reach
In Europe,network renovation continued in Greece.In
France,a major modernization effort was begun,aimed
at implementing all of Carrefour ’s new concepts
throughout its hypermarkets.Twenty stores were reno-
vated in 2002.
The effort to tailor products to different consumer targets
continued.The Group revamped 280 Shopi and
“8 Huit ”convenience stores in France to meet the needs
of a clientele seeking quality and friendliness.In all the
countries where Carrefour does business,the Dia banner
supported the growth in demand by adding to its sales
area and increasing the number of its listed products.
Growth in store brands,retailer brands and
price leaders
Carrefour offers a wide and varied range of product
Multiplying new concepts
Carrefour made significant capital expenditures in 2002
to reconfigure its stores to make them more attractive
and improve customer service.Reorganized sales areas
and product staging make the best of the Group ’s vari-
ous areas of expertise.This applies to both the food and
non-food areas in hypermarkets,to fresh foods in super-
markets and convenience stores and to the management
of product lines in hard discount stores.
The Group continued to modernize its networks.In
Argentina,80 supermarkets were brought up to stan-
dards and now bear the Norte banner.In Asia,many
stores adopted new concepts for fresh foods,thereby
gaining a huge competitive advantage over their main
rivals,the street markets.In Thailand,60%of the store
network was remodeled following these principles.
16
Reflets de France N 1 J ’aime
Firstline Carrefour
17
Destination Saveurs
Stepping up the offensive Our strategy
lines,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 multiple
format scope.Reflets in France and its offshoots Tierra
Nuestra in Spain,Terra d ’Italia in Italy,and Souvenir du
Terroir in Belgium;Destinations Saveurs,Escapades
Gourmandes and Grand Jury.
Store brands represent a significant share of sales
ranging from an average of 25%up to 80%for some
product families in France.
In 2002,the Carrefour,Champion and Dia retailer
brands continued to increase their share of their
product lines in the various stores.Dia introduced from
300 to 450 listed items in its various sales outlets.In
Italy in particular,the network ’s growth was supported
by the introduction of over 1,600 listed items in all its
formats.Of these,420 were sold under the newly
created Di per Di brand,920 were GS products and
280 were new Carrefour products.
“Price leader ”products were also a powerful sales
driver in 2002,particularly in those countries most
touched by the economic crisis.In particular,they were
introduced into Norte ’s product range in Argentina.
Sales of the high quality Bio and Quality Lines
continued to rise in those countries where they were
introduced,advancing strongly in Western Europe with
a significant thrust into Latin America.Introduced in
2002 by Carrefour in France,the new brand of health
food products,“j ’aime ”has just been added to these
lines.In the non-food area,the Group has several
brands that have an appeal similar to those of the
specialized names.The Tex clothing brand is one of
France ’s leading textile brand.
Growing use of loyalty cards
Loyalty cards continue to be increasingly used.Today,
21 million households in Europe own a loyalty card
from one of the Group ’s banners and Champion ’s loy-
alty card Iris accounts for 75%of its French sales.In
Greece,the Kerdokarta loyalty card was introduced in
September 2001 and was owned by 471,000 customers
in 2002 who generated 40%of the store ’s sales.In
Spain,Dia ’s customer loyalty program involves 6 mil-
lion cardholders and accounts for 82%of Dia ’s sales in
that country.
Additional customer loyalty tools were implemented in
some countries.In France,Champion introduced Ticket
+Champion in January 2002.The program distributed
coupons to all its supermarket shoppers,generating a
40%redemption rate over the year.The introduction
of a similar tool in Poland boosted store traffic by 21%.
Always more customer services
Over the years,Carrefour has added numerous practi-
cal and accessible services to its offering.The Group
has 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 is one of France ’s leading tour
operators.The operation publicized its expertise by
making a travel brochure available in Champion stores
and has introduced an offer in its convenience stores.In
2002,the concept was exported to Greece under the
Carrefour Travel banner.
The Group has also continued to expand its network of
optician 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.In
France,a major modernization effort was begun,aimed
at implementing all of Carrefour ’s new concepts
throughout its hypermarkets.Twenty stores were reno-
vated in 2002.
The effort to tailor products to different consumer targets
continued.The Group revamped 280 Shopi and
“8 Huit ”convenience stores in France to meet the needs
of a clientele seeking quality and friendliness.In all the
countries where Carrefour does business,the Dia banner
supported the growth in demand by adding to its sales
area and increasing the number of its listed products.
Growth in store brands,retailer brands and
price leaders
Carrefour offers a wide and varied range of product
Multiplying new concepts
Carrefour made significant capital expenditures in 2002
to reconfigure its stores to make them more attractive
and improve customer service.Reorganized sales areas
and product staging make the best of the Group ’s vari-
ous areas of expertise.This applies to both the food and
non-food areas in hypermarkets,to fresh foods in super-
markets and convenience stores and to the management
of product lines in hard discount stores.
The Group continued to modernize its networks.In
Argentina,80 supermarkets were brought up to stan-
dards and now bear the Norte banner.In Asia,many
stores adopted new concepts for fresh foods,thereby
gaining a huge competitive advantage over their main
rivals,the street markets.In Thailand,60%of the store
network was remodeled following these principles.
16
Reflets de France N 1 J ’aime
Firstline Carrefour
17
Destination Saveurs
Stepping up the offensive Our strategy
lines,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 multiple
format scope.Reflets in France and its offshoots Tierra
Nuestra in Spain,Terra d ’Italia in Italy,and Souvenir du
Terroir in Belgium;Destinations Saveurs,Escapades
Gourmandes and Grand Jury.
Store brands represent a significant share of sales
ranging from an average of 25%up to 80%for some
product families in France.
In 2002,the Carrefour,Champion and Dia retailer
brands continued to increase their share of their
product lines in the various stores.Dia introduced from
300 to 450 listed items in its various sales outlets.In
Italy in particular,the network ’s growth was supported
by the introduction of over 1,600 listed items in all its
formats.Of these,420 were sold under the newly
created Di per Di brand,920 were GS products and
280 were new Carrefour products.
“Price leader ”products were also a powerful sales
driver in 2002,particularly in those countries most
touched by the economic crisis.In particular,they were
introduced into Norte ’s product range in Argentina.
Sales of the high quality Bio and Quality Lines
continued to rise in those countries where they were
introduced,advancing strongly in Western Europe with
a significant thrust into Latin America.Introduced in
2002 by Carrefour in France,the new brand of health
food products,“j ’aime ”has just been added to these
lines.In the non-food area,the Group has several
brands that have an appeal similar to those of the
specialized names.The Tex clothing brand is one of
France ’s leading textile brand.
Growing use of loyalty cards
Loyalty cards continue to be increasingly used.Today,
21 million households in Europe own a loyalty card
from one of the Group ’s banners and Champion ’s loy-
alty card Iris accounts for 75%of its French sales.In
Greece,the Kerdokarta loyalty card was introduced in
September 2001 and was owned by 471,000 customers
in 2002 who generated 40%of the store ’s sales.In
Spain,Dia ’s customer loyalty program involves 6 mil-
lion cardholders and accounts for 82%of Dia ’s sales in
that country.
Additional customer loyalty tools were implemented in
some countries.In France,Champion introduced Ticket
+Champion in January 2002.The program distributed
coupons to all its supermarket shoppers,generating a
40%redemption rate over the year.The introduction
of a similar tool in Poland boosted store traffic by 21%.
Always more customer services
Over the years,Carrefour has added numerous practi-
cal and accessible services to its offering.The Group
has thus become a competitive player and the bench-
mark in several areas of activity outside of its core busi-
ness line.W