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QuestionInternational Case : Carrefour — Which Way to Go?Wal-Mart's biggest global competitor is the big French retailer Carretour, a firm that has hypermarets, bigstores offering a !ariety of goo"s# It has ma"e large in!estments aroun" the globe in $atin %merica an" China#&ut not all is ell as competitors taing maret share its home maret, for instance# (here has been e!enspeculation of a taeo!er by Wal-Mart or (esco, an )nglish chain# Mr# &arnar" has been ouste" after hea"ingthe company for *+ years he as replace" by ose $uis .urant ho is of German-/panish "escent# %lthoughthe global e0pansion is cite" by some as success, it may be e!en a big mistae# It ith"re from apan an"sol" +1 hypermarets in Me0ico# Carrefour also ha" problems competing ith (esco in /lo!aia an" theC2ech 3epublic# In Germany, the company face" tough competition from %l"i an" $i"le, to successful"iscounters# 4n the other han", it bought stores in 5olan", Italy, (urey, an" opene" ne stores in China,/outh 6orea, an" Columbia# Carrefour has become more careful in selecting marets# &ut# the company iseager to enter the In"ian maret, but foun" out in late +778 that Wal-Mart ill "o so as ell#In France, here Carrefour is ell establishe", the company ma"e the big mistae in its pricing policy# Itprobably starte" ith the *111 merger ith 5romo"es, the French "iscount chain# Carrefour confuse" the

French clientele by losing its lo-cost image hether the image can be change" remains to be seen# Mr#.urant, the ne C)4 since +779, embare" on the ne strategy by offering *9 percent ne pro"ucts in itshypermarets an" *7 percent in its supermarets# Moreo!er, he ants to employ more staff, e0ten" theoperating hours in certain hypermarets, cutting prices, trying small stores, an" pushing "on "ecisionmaing# Mr# .urant aims to stay only in countries here Carrefour is among the top retailers#uestions:*# ;o shoul" Mr# .urant assess the opportunities in !arious countries aroun" the orl"?+# /houl" Carrefour a"opt Wal-Mart's strategy of <lo prices e!ery"ay<? What oul" be the a"!antage or"isa"!antage of such a strategy?=# ;o coul" Carrefour "ifferentiate itself from Wal-Mart?># I"entify cultures in selecte" countries that nee" to be consi"ere" in or"er to be successful?

Get the answer below

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$nswer

*# ;o shoul" Mr# .urant assess the opportunities in !arious countries aroun" the orl"?

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+# /houl" Carrefour a"opt Wal-Mart's strategy of <lo prices e!ery"ay<? What oul" be the a"!antage or "isa"!antage o

such a strategy?

DB4 C%33)F43 /;4$. B4( F4$$4W &$IB.$ (;) W%$-M%3(#

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-it ill gain some limite" gain in the maret entry#

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-it ill not be able to match the supply chain strength of al-mart#

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=# ;o coul" Carrefour "ifferentiate itself from Wal-Mart?

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># I"entify cultures in selecte" countries that nee" to be consi"ere" in or"er to be successful?

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It is i"ely non for its tra"itional arts as ell as its contemporary pop culture#

-one must un"erstan" the buying beha!iors an" "ecision maing of the in"i!i"uals#

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Management Consulting/International Case :

Reengineering the Business Process at Procter & Gamble

%"!ertisement

%&pert' $eo $ingham - =@*9@+7*=

Question

International Case : 3eengineering the &usiness 5rocess at 5rocter Gamble

5rocter Gamble L5G, a multinational corporation non for pro"ucts such as "iapers, shampoo, soap, an"

toothpaste, as committe" to impro!ing !alue to the customer# Its pro"ucts ere sol" through !arious

channels, such as grocery retailers, holesalers, mass merchan"isers, an" club stores# (he flo of goo"s in the

retail grocery channel as from the factory's arehouse to the "istributors' arehouses before going to the

grocery stores here customers selecte" the merchan"ise from the shel!es#

(he impro!ement-"ri!en company as not satisfie" ith its performance an" "e!elope" a !ariety of programs

to impro!e its ser!ice an" the efficiency of its operation# 4ne such program as electronic "ata interchange,

hich pro!i"e" "aily information from the retail stores to 5G# (he installation of the system resulte" in

better ser!ice, re"uce" in!entory le!els, an" labor-cost sa!ings# %nother approach, the continuous

replenishment program, pro!i"e" a""itional benefits for 5G as ell as for its retailer customers# )!entually,

the entire or"ering system as re"esigne", ith the result of "ramatic performance impro!ements# (he

reengineering efforts also reNuire" restructuring of the organi2ation# 5G ha" been non for its bran"

management for more than 97 years# &ut in the late *1O7s an" early *117s, the bran" management approach

pioneere" by the company in the *1=7s reNuire" rethining an" restructuring# In a "ri!e to impro!e efficiency

an" coor"ination, se!eral bran"s ere combine" ith authority an" responsibility gi!en to category managers#

/uch a manager oul" "etermine o!erall pricing an" pro"uct policies# Moreo!er, the category managers ha"

the authority to ith"ra ea bran"s, thus a!oi"ing conflict beteen similar bran"s# (hey ere also hel"

responsible for the profit of the pro"uct category they ere managing# (he sitch to category management

reNuire" not only ne sills but also a ne attitu"e#

uestions:

* (he reengineering efforts of 5G focuse" on the business process system# .o you thin other processes,

such as the human system, or other managerial policies nee" to be consi"ere" in a process re"esign?

+ What "o you thin as the reaction of the bran" managers, ho may ha!e ore" un"er the ol" system for

many years, hen the category management structure as installe"?

= %s a consultant, oul" you ha!e recommen"e" a top-"on or a bottom-up approach, or both, to process

re"esign an" organi2ational change?

> What are the a"!antages an" "isa"!antages of each approach#

Get the answer below

/ponsore" $ins

Leadin( %d(e SCM #scm-institute#org$earn ho supply chain management processes can change your business#

Need an Interim CFO?#interimcfo#asiaGlobally e0perience" CF4s a!ailable )0pertise in Control, Cost Change

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)hat is a Supply Chain?#ascl0#com$earn from In"ustry )0perts /upply Chain Cost )ffecti!e Courses

$nswer

* (he reengineering efforts of 5G focuse" on the business process system# .o you thin other processes, such as the

human system, or other managerial policies nee" to be consi"ere" in a process re"esign?

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-policies

-proce"ure"-practices

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+ What "o you thin as the reaction of the bran" managers, ho may ha!e ore" un"er the ol" system for many

years, hen the category management structure as installe"?

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/C; C;%BG) B))./

-change management "ri!e-orientation programme#

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= %s a consultant, oul" you ha!e recommen"e" a top-"on or a bottom-up approach, or both, to process re"esign an"

organi2ational change?

(45 .4WB %5534%C; I/ (;) 3IG;( %5534%C; , %/ I( 3)$)C(/

-the management mission

-the management obQecti!es

-the management strategies#

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> What are the a"!antages an" "isa"!antages of each approach#

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-it clearly shos the management intentions an" "ri!e#

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-lo participation from the bottom line staff 

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Management Consulting/international case : the

restructuring of daimler-benz and global car industry 

%"!ertisement

%&pert' $eo $ingham - *7@>@+7*+

Questionuestions:* What is your assessment of .aimler-&en2's operations in many "ifferent fiel"s?

+ /houl" the !arious groups operate autonomously? What in"s of acti!ities shoul" be centrali2e"?

= .aimler-&en2 is best non for its Merce"es-&en2 cars# Why "o you thin .aimler bought %)G in the first place an"

hy "i" it !enture into the %erospace an" Inter /er!ices businesses?

> Gi!en the apparent mistaes in acNuiring non-automoti!e businesses, hat shoul" urgen /chrempp "o no?

uestions:* 5repare a profile of the potential buyer of the $e0us#

+ What shoul" Merce"es an" &MW "o to counteract the apanese threat in the nite" /tates an" )urope?

= Why has the $e0us mo"el been !ery successful in the #/# but has not been marete" in apan?L/uggestion: 3e!ie

the freNuency of repair recor"s of lu0ury cars# %lso tal to $e0us "ealers or $e0usoners#

> .o you thin $e0us ill succee" in apan? Why or hy not ?

Get the answer below

/ponsore" $ins

Mer*edes en+ Sprinter trucscout+>#com@/printer-for-/aleMore than *>777 /printer for sale For )0port, from hole

)urope#

,ama(ed Cars "rom -S$#auctione0port#com4!er *77,777 sal!age cars for sale .eli!ery to $agos an" (ema

Men!s Loa"ers on #aymu  #aymu#com#ng@Men'sA$oafers.isco!er Bo our $oafers /election 4nly >,977, chec it₦

no

$nswer

uestions:

* What is your assessment of .aimler-&en2's operations in many "ifferent fiel"s?

.aimler-&en2, ith more than =77,777 employees orl"i"e, consiste" of four maQor groups: (he first, by far the biggesan" most successful group, as Merce"es-&en2 ith about +77,777 employees# It is best non for its passenger cars

an" commercial !ehicles#

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(he secon" as the %)G .aimler-&en2 in"ustries in the business of rail systems, microelectronics, hea!y "iesel engines,

energy systems technology, an" automation#

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(he thir" as the %erospace Group in the business of aircraft Lthe company has a more than one-thir" interest in the

%irbus consortium, space systems, "efense an" ci!il systems, an" propulsion systems#

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Finally, there as the Inter /er!ices Group consisting of systemshaus, financial ser!ices, insurance broerage, tra"ing,

mareting ser!ices, mobile communications ser!ices, an" real

estate management#

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 IB /4M) W;IC; %FF)C(/ (;) 4E)3%$$ 5)3F43M%BC)#

HHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHHH+ /houl" the !arious groups operate autonomously? What in"s of acti!ities shoul" be centrali2e"?

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C)B(3%$IR). %3)

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= .aimler-&en2 is best non for its Merce"es-&en2 cars# Why "o you thin .aimler bought %)G in the first place an"

hy "i" it !enture into the %erospace an" Inter /er!ices businesses?

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5$/ /%$)/ 45543(BI(I)/#

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> Gi!en the apparent mistaes in acNuiring non-automoti!e businesses, hat shoul" urgen /chrempp "o no?

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uestions:

* 5repare a profile of the potential buyer of the $e0us#

(arget Customer .escription

(he target customer ith $e0usʼ flagship hybri" "esign is seeing to present a bol" image to

others# 5rice is therefore a secon"ary factor to the message their car portrays in their purchasing

"ecisions# 5otential customers are born ithin ten years of the Ubaby boomerV generation age"

forty-fi!e an" up# %s a ealthy an" image-conscious person he@she can spen" money freely,

taing up hobbies an" li!ing a !isibly en!ious life# ;e@she purchases this car for its UgreenV status

to benefit his@her self-image# (hey choose to purchase hybri"s either because they are

en!ironmentally conscious, or they ish to appear to be# (hey combine e0tra!agance an" e0cess

ith en!ironmental care by purchasing a car that is both Ugreen,V an" also features top-of-the-line

technology, performance, an" lu0ury#

---------------------------------------------------------------------------------------

+ What shoul" Merce"es an" &MW "o to counteract the apanese threat in the nite" /tates an" )urope?

D&4(; M)3C @ &MW ;%E) %$I( 534.C(@ 534.C( 54/I(I4BIBG# (;) B)). (4 /(. (;) M%36)(

  %B. .)E)$45 % /)MI-$P3 &3%B. (4 M%(C; J$)P/JJ 

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= Why has the $e0us mo"el been !ery successful in the #/# but has not been marete" in apan? L/uggestion:

 3e!ie the freNuency of repair recor"s of lu0ury cars# %lso tal to $e0us "ealers or $e0us oners#

D IB (;) / C%3 M%36)( , (;)3) W%/ % G%5 &)(W))B M)3C@&MW %B. (;) $4C%$ &3%B./#

(;I/ I/ W;)3) (;) $)P/ FI((). IB W)$$ WI(; (;)I3 53IC)@ 534FI$)S

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> .o you thin $e0us ill succee" in apan? Why or hy not?

$)P/ C%B /CC)). IB %5%B, 534EI.). I( I/ 54/I(I4B). 5345)3$#