Swot in China

interbreedinghastakenabold,consistentstanceon vexing in china. Carrefour is simply side stepping thelaws. SWOT compend Carrefour in China Strength Operating localization dodging in both operation and focusing 1. Human resource Decision-makers stick out make a variety of decisions which atomic number 18 suitable for the local conditions. 2. purchase a) Rawmaterialprocurementprocessfollowsstringentqualitychecksand equalreductionmethods. b) cutting the cost of the cost in theprocurement carry c) increasing the competition between suppliers . operation Managers in each patronise are authorized. Dont need to many levels of transmission, which to avoid the aberration and delay of the information. 4. Business model a) Cutting the purchasing price, this adapts Chinas sparing and market environment. b) Relatively large stores with broad non-food lines c) Store clearedings are progressing well d) High proportion of locally sourced products e) violatingthepolicy of retail field in china , like keeping opening illegal snitch in china Weakness 1. Bad relations with the Chinese presidential term . Having an individual shop-management mode, Having notransparencyandpoorprojectmanagement, this reduces consumers inscription to Carrefour. 3. The tense relationship with some suppliers, damaging Carrefours image. 4. The majority of the retailors are short and medium-sized enterprises, which are lack of bargaining ability with the big companies. 5. Carrefours Own-brands dont sell well in china. 6. High overhear fee, which is not allowed in the countries which are well-developed in the retail market. Opportunity 1.Chinas increase to the WTO 2. The increase of senior personnel in the retail market 3. back down from the Japanese market, and pore on China Threat 1. The Policy and economic environment in china 2. The biggest competitor Wal-Mart 3. The majority of Chinas local supermarkets 4. The markets(grocery markets) in china Expansion into the Asian market is now top priority, as it is believed that this region, particularly in china, offers the largest opportunities for growth. However, there is a really big sort in the Chinese market.After joining the WTO, The Chinese market is opening wider spell the competition is as well as getting tougher. Foreign retailers need to plan and hold their strategies tightly according to market conditions and their firm-specific resources. Carrefour closed four stores go bad year. It is said their closure was all due to bad location option and poor management. The Carrefour China press office says that Carrefour shortly has 180 stores, therefore the closing down of unprofitable ones is normal and in accordance with its strategic adjustment.But i think Carrefour is now adjusting its strategy, choosing to open new stores in second and third-tier cities. And its a trend in china. The around important issue is that Carrefour needs to attach importance on the relationship with customers and suppliers. C ompared with Wal-Mart, Carrefour received more complaints from customers and suppliers, and warning from government. Although the prices of products in Carrefour are widely considered to be cheaper than Wal-Mart, the customer services are also vital for survive of a retailer.In addition, Carrefour always reaps great net profit from suppliers, and hence suppliers can obtain a small profit margin. Therefore, it is weighty for Carrefour if these suppliers leave and stop supplying in the future especially when Wal-Mart have a stronger buying power. In addition, Carrefour needs to focus on its long-term development and plan strategies to create values resources in order to achieve competitive advantages Empowered purchasing and scattering rights and management hinder the delivery quality of goods, which is critically important for retailers.In addition, Carrefour should develop advanced information systems on communicating with suppliers and stocking, which will save world-shattering costs and benefit Carrefours stock management in the long-term. Table1 Consumer Age Distribution in Hypermarkets in shanghai Age distribution Item RT-MART Century Mart tesco carrefour Wal-Mart Commodity(whether it isabundant and has acomplete range? ) 4. 15 3. 96 3. 93 4. 21 3. 55 price 3. 47 2. 22 3. 03 2. 82 2. 32 service 3. 53 3. 14 3 3. 07 2. 8 shop environment 4. 04 4. 17 3. 83 4. 03 3. 62 shopping convenience 4. 01 3. 76 4. 01 3. 64 3. 69 staff mental outlook 3. 77 3. 59 3. 36 3. 49 3. 47 aggregation 22. 97 20. 84 21. 16 21. 26 19. 45