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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 int
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