carefour one of the largest retail in the world decided on expanding into asia in 2005 due to the high growth potential in the region. After considering several markets it decided to start its Asian foray from Taiwan. Initially carefour has planned to use the strategies it followed in France and other European countries in Taiwan as well, but it soon realised that there was a significant difference between the behaviour of Taiwanese shoppers and that of shoppers in Europe. The Taiwanese shoped more frequently and in small quantities and were extremely price conscious. In addition the consumers were not satisfied with some of carefours practice like high profit margin of imported goods parking fees and long ques at cash counters even when the supermarket was crowded . though carefour was extremely successful in establishing itself in Taiwan. Its revenue began to decline after 2007.
carefour was no longer attractive and modern for Taiwanese. therefore ot has decided to adopt different marketing strategies and approach to review their business and increase their sales
As the head of the marketing department identify the main problems and prepare an action plan in not more than 150 words which would help carefour to uplift its profit.
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Purpose – This article examines the internationalisation of Tesco and extracts the salient lessons learned from this process. Design/methodology/approach – This research draws on a dataset of 62 in-depth interviews with key executives, sell- and buy-side analysts and corporate advisers at the leading investment banks in the City of London to detail the experiences of Tesco's European expansion. Findings – The case study of Tesco illuminates a number of different dimensions of the company's international experience. It offers some new insights into learning in international distribution environments such as the idea that learning is facilitated by uncertainty or “shocks” in the international retail marketplace; the size of the domestic market may inhibit change and so disable international learning; and learning is not necessarily facilitated by step-by-step incremental approaches to expansion. Research limitations/implications – The paper explores learning from a rather broad perspective, although it is hoped that these parameters can be used to raise a new set of more detailed priorities for future research on international retail learning. It is also recognised that the data gathered for this case study focus on Tesco's European operations. Practical implications – This paper raises a number of interesting issues such as whether the extremities of the business may be a more appropriate place for management to experiment and test new retail innovations, and the extent to which retailers take self-reflection seriously. Originality/value – The paper applies a new theoretical learning perspective to capture the variety of experiences during the internationalisation process, thus addressing a major gap in our understanding of the whole internationalisation process.