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论文编号：	5766
作者编号：	2120112580
上传时间：	2013/12/4 13:26:45
中文题目：	家乐福中国营销策略研究
英文题目：	Research on Carrefour China Marketing Theories
指导老师：	张永强
中文关键字：	家乐福 大型超级市场 营销策略
英文关键字：	Carrefour; Hypermarket; Marketing Strategy
中文摘要：	法国家乐福，成立于 1959 年，是大型超级市场(Hyper-market)概念的创始者，欧洲第一大零售商、世界第二大国际化零售连锁集团。自从1995年进入中国市场便以卓越的开店速度和灵活的发展模式占尽中国零售市场的先机。法国家乐福集团目前已拥有超过15,000个零售运营单位，业务范畴遍及世界30多个国家和地区。2012年，在《财富》杂志编排的全球500强中，家乐福排名第39位。全年营业收入达到121,734百万美元，利润则达到515,9百万美元。截止到2012年12月31日，家乐福在中国大陆地区拥有门店219家，中国区年销售额387亿元。大型综合超市，超级市场，以及折扣店是家乐福集团引领市场的三大经营业态。家乐福在中国主要经营业态是大型综合超级市场和以“迪亚天天”命名的折扣店。家乐福作为在中国发展的外企零售超市的成功案例，其所具有的先进的超市管理理念、管理模式以及营销模式在中国这个特殊的市场环境和竞争环境变化的考验下所显示出的适应过程和适应程度都是值得我们去关注的。家乐福竞争策略的成功和在跨国经营过程中不断反馈出来的实际问题以及家乐福的应变措施都可以使我们更加深刻的理解一个跨国零售巨头的战略管理模式。从中我们总结出可以引以为鉴的部分，这对于整体提高中国零售超市的经营管理水平具有积极有效的意义和很强的参考价值。本论文以家乐福中国为研究对象。在市场营销基础理论运用的基础之上，通过对家乐福中国目前现有的市场营销环境，包括经济环境、政治环境、社会文化环境进行详细的分析，其中发现，企业面临的机会与风险，并通过分析企业内部环境，更有助于了解企业的营销策略，这是做好企业营销工作的一个重要前提和保证。在本文中，运用 STP 理论，全面阐述家乐福如何细分中国市场，以及实现中国市场全面发展而确定的目标市场和市场定位。再通过SWOT分析明确出家乐福在中国市场环境下的优势、劣势、机遇和面临的威胁。在条理性分析的基础之上，本论文详尽系统的解读了家乐福中国营销策略。 最后，在对家乐福中国市场营销策略得到较明确剖析之后，本论文对于本土零售超市品牌化发展之路提出了几条建议，希望有所借鉴与参考价值，同时也希望对我国本土零售业的健康快速发展有所裨益。
英文摘要：	Founded in 1959, Carrefour is the front-runner in the hypermarkets industry. Currently, it is the biggest retailer in Europe, and the second biggest international retailing company group in the world. It now has more than 15,000 operational and retailing units in over 30 countries and districts. Carrefour was ranked on the 2011 Fortune Global 500, a list of the world's largest companies. In 2012, the total sales of Carrefour is 121,734 million dollars and 515,9 million dollars globally. By the end of 2012, Carrefour China has had 219 stores totally and the annual sales reached to 38.7 billion RMB.Carrefour has three main types of operational units: hypermarkets, supermarkets, and discount stores. As for the main types in China, it has hypermarkets and discount stores named Dia mainly. As the most successful foreign retail enterprise in China, Carrefour has the advanced concepts and models on Hypermarket management, and marketing models as well. As for the unique market environment and changing competition environment in China, we specially need to pay attention to the adaption of Carrefour’s policies. We can have a profound understanding for the strategic management of the transnational retail giant with the success on marketing theories of Carrefour by the competitive strategy, and the practical problems in the process of transnational operation and action plans from Carrefour. More importantly, what we learn from Carrefour is positive and has strong reference to help us to improve the management of China’s retail enterprises. This study aims at Carrefour China to elaborate the marketing theories and make use of the basic marketing theories to analyze in details the existing marketing environment of Carrefour China, including the economic environment, political environment and social and cultural environment in order to have the better understanding of the advantages and risks which are faced by the enterprises. And also with the internal environment analysis, the enterprises can adopt the more suitable marketing strategies which are the gurantee for the marketing management. In order to face the challenges and opportunities, a SWOT analysis is not only made to identity the advantages and disadvantages of Carrefour China, but also the STP analysis was used to ensure the target market and market positioning of Carrefour for the marketing strategy research. Finally, we made a few suggestions for the further branding development to the local retail business, hoping they would be useful to the development of local retail industry. Key Words: Carrefour; Hypermarket; Marketing Strategy
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