家乐福销售策略.docVIP

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