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 anized so as to
best make use of the Group ’s local in
France,the new anization 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 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 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 the first half,Carrefour won back
market share in Brazil by conducting three short promo-
tional campaigns a the second half,the group ’s
40
th
Anniversary offered a worldwide opportunity to dis-
play petitive nature of the product
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 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 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 pared
to the average for the market.
These synergies also benefited from the in