Casino Strategy Management

Résumé du document

Retailing is an area with strong competition between the main competitors. The buyer power does not arise from buyer's ability to negotiate but rather from competitors' pressure. Carrefour, E.Lecler, Auchan' offer very similar products which is why big company such Casino had to make an effort on customer services. With the competitor's pressure, retailers have to practice a low-price policy and improve performances (delay, quality of services). "A product has classic switching costs if a buyer will purchase it repeatedly and will find it costly to switch from one seller to another." In a negotiation, the contract not only regulates a price, and a volume but also a process of promotion of sales. The big retailers such Casino have a big power of negotiation because Casino is really bigger than small suppliers. Furthermore, the store decides to set off the product and can require a part on the profit according to the place of the product. The reason of this power struggle is the concentration of big retailers which have created their own central purchasing agency.

Extraits

[...] It concern environmental management. An article in echos” related that the French president want to give buying power at French with relaunch the competition between supermarkets. (29/04/08) Fashion model are more and thinner, in magazines more and more diet are purposed L'AFSSA is in charge of evaluating sanitary risks. Critical success Factors We saw that with the expansion of internet gives us the opportunity to buy directly the product of virtual retailer which let us to buy without move along. [...]

[...] They focus on purchasing comfort. The products mix, quite wide is presented is a luminous and spacious atmosphere. Range of product is brought together in form of universe of consumption. Human Resources Management With their training centre (Pierre Guichard) and their HR process module, Casino supermarket has a real competitive advantage to manage employees. Any other models The Ansoff Matrix Strategic direction Casino supermarket positions themselves since 2002 as facilitator of daily life and aim to attenuate the chore of purchasing Veritable allegory of Casino, the daisy is supposed to symbolize values of Casino; the freshness, the quality and conviviality. [...]

[...] The Casino supermarkets have set themselves apart through programs. This to modernize the store base, broaden the range of services and upgrade the offering, especially in fresh food products. Revenue growth very fast (up 6.1 powered with a supported expansion drive and a increase in same-store sales. (2006 annual report) This secure performance led to a 0.1 -point gain in market share. It show the efficacy of the banner's competitive differentiation strategy, which is based on enhanced customer services and an upgraded offering. [...]

[...] The group is present in 7 countries, just in Europe. Lecler have about 415 hypermarkets in France and 710 in a dozen countries. France is Leclerc'slargest market, but it has stores throughout Europe and in China, Russia, and Taiwan. (Leclerc exited the US and Mexico markets in 2003.) Pestle * EU competition law is an important part of ensuring the completion of the internal market. Four main policy areas include cartels, monopolies, mergers, states aid . Most of supermarket in France has this norm. [...]

[...] Bolton Contracts as a barrier to entry American Economic Review, 77:388-401 Farell, J. and P. Klemperer “Coordination and lock-in: competition with switching costs and network effects” available at: http://paulklemperer.org Tony Hines Published “Supply Chain Strategies: Customer Driven and Customer Focused” published Task B Value chain http://www.futura-sciences.com/newsrss-casino-rachete-societe-fabrication- tissus_744981_0.php http://www.casino-proximite.fr/appartenance.htm http://www.geodiswilson.com/upload/Images/TheGeodisOffer.gif www.gs1.fr/gs1_fr/securedownload/dl/36218/334068/file/20060919port_hd.pdf portail du groupe casino Competitive advantage http://www.iasplus.com/dttpubs/0509retail.pdf Gary Hamel and C. K. Prahalad, (1990) "The Core Competence of the Corporation", Harvard Business Review, vol no May-June 1990, pp 79- 93 Stalk, Evans, P and Shulman, Competing on Capabilities, Harvard Business Review, March/April. [...]