...Structural Semiotics to the Design of a Hypermarket l 11'TRODUCTION On I October 1986 at Dardilly Just northwest of lhe French city of Lyon Cofradcl~ opened a hypennarket affiliated with the Mammoulh cham. lis 7500 square-metres and the shopping centre that housed it fulfilled a longstanding need in that part of the Lyon suburbs where shopping facilitIes on that scale were inadequate. Many view this hypennarkcl as a concrete illustration of the type of contribution semiOlic:l can make in defining a new type of shopping experience. I Not only \\as such an approach used in the design conception based on efforts to reconcile the desires expressed by consumers frequenting the catchment area or those taking part in discussion groups ahout their shopping bcha\iour bUI it was all implemented in accordance with the requirements drawn up by the technical starr and management teams \\ Ithm thc Mammouth company. Furthermore a semiotic approach \\as used 10 perform a discourse analysis of the consumers' wishes. \\hlch \\as then used to define the general layout of the hypcnnarket as a whole. Semiotics thus played a twin role in the conception and design of the Lyon hypermarket. Firstly. semiotics provided an interpretative model for consumers' representations and expectations of what the hypermarket should provide. The usc of such a model facilitated the identification of the dirrerel1\ values ascribed to hypermarkets and the revelation of the logic underlying...
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...external factors that affect marketing planning 1.4 Carry out organizational auditing and analysis of external factors that affect marketing planning in a given situation 2.1 Assess the main barriers to marketing planning 2.2 Examine how organizations ma overcome barriers to marketing planning Conclusion …………………………………………………………………………………………… Recommendation …………………………………………………………………………………… Refferences …………………………………………………………………………………………10 Appendices ………………………………………………………………………………………….11 BACKGROUND OF MYDIN According to (Research, 2010) In Malaysia, the hypermarket business isan extremely competitive venture. Beside the highamount of capital that one needs to invest in, thebusiness also exposes new players to global and well– structured competitors such as Giant, Carrefour andTesco, to name a few. The current paper exploresand describes the experiences of one Malaysianplayer, the Mydin Hypermarket in its quest tochampion the local consumer market. A 2003publication of a US bestseller entitled KMart’s Ten Deadly Sins had a tremendous impact on the businessstrategy and future direction of the Mydin business inthis country. Originally built in the 1990s to emulatethe then highly successful K-Mart Superstore in theUnited States, the Mydin Business had to immediatelychange its business strategic direction. Premised oninterviews, site visits, observation and documentanalysis, this article provides a qualitative narrationand a discussion on the various counter strategiesundertaken...
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...children, namely Mr. Mydin Mohamed, to continue the trades of wholesaling. In 1957, he opened his first shop which was a small wooden shop named Syarikat Mydin Mohamed in Jalan Tok Hakim, Kota Bharu, Kelantan by selling toys and also general merchandise with his own hard –earned money. With the help of his immediate sons, the business spreads its operations to Kuala Terengganu in 1979 and later made their presences in Klang Valley at Jalan Masjid India in 1989. From then on Mydin has grown steadily at a commendable pace. With its vision to be the world’s leading distributor of competitive Halal goods and services in Malaysia, it is known as MYDIN MOHAMED HOLDINGS BHD. As of May 2012, there are 94 outlets nationwide which include seven hypermarkets, 18 emporiums, three bazaars, 52 mini – marts that operate as My Mydin, nine convenience stores that operates as My Mart and six franchise outlets operating as Mydin Mart. MYDIN VISION Mydin is the world’s leading distributor of competitive “Halal” goods and services. MYDIN MISSION We aim to be the leading wholesale and retail company by providing the best value, wide assortment of goods and continuous excellence based on our business formula. MYDIN SLOGAN “WHY PAY MORE, BUT AT WHOLESALE PRICES” RANGE OF PRODUCTS *Grocery - food and health & beauty *Fresh - ready to eat and produce (meat & poultry; seafood, fruits & vege; and chilled &...
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...Case Assignment Strangers in strange lands Hypermarkets and Chinese consumer culture Misalignment Strangers in strange lands Hypermarkets and Chinese consumer culture Misalignment The article “Strangers in strange lands Hypermarkets and Chinese consumer culture Misalignment” written by Warden, Stanworth, Chen and Huang argues that western retailers have failed in the East Asian markets. For example; six international retailers quitted in Taiwan during the period of six years of the study conducted. Similarly, Wal-Mart gave up in Korea, Tesco and Carrefour as well. The international companies in a Chinese cultural setting are unable to understand the core values of that region. The author points out the fact that limited research is conducted to identify the variables that favors reductionist approaches. The distance between cultures deters managers from understanding the local markets where there are different values than the West. Therefore, lack of awareness is leading to poor strategic decisions. In this paper three contrasting market orientations with the help of ethnographic are discussed. The hypermarket retail stores are distributed globally even though the items vary according to the culture boundaries. For example, 70% of Muslims across the globe follow the ‘halal’ tag for fresh food. In Japan, the perishable commodities are purchased from small retailers however non-perishable commodities are purchased from big specialty retailers. The shopping retailers...
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...Case Assignment Strangers in strange lands Hypermarkets and Chinese consumer culture Misalignment Strangers in strange lands Hypermarkets and Chinese consumer culture Misalignment The article “Strangers in strange lands Hypermarkets and Chinese consumer culture Misalignment” written by Warden, Stanworth, Chen and Huang argues that western retailers have failed in the East Asian markets. For example; six international retailers quitted in Taiwan during the period of six years of the study conducted. Similarly, Wal-Mart gave up in Korea, Tesco and Carrefour as well. The international companies in a Chinese cultural setting are unable to understand the core values of that region. The author points out the fact that limited research is conducted to identify the variables that favors reductionist approaches. The distance between cultures deters managers from understanding the local markets where there are different values than the West. Therefore, lack of awareness is leading to poor strategic decisions. In this paper three contrasting market orientations with the help of ethnographic are discussed. The hypermarket retail stores are distributed globally even though the items vary according to the culture boundaries. For example, 70% of Muslims across the globe follow the ‘halal’ tag for fresh food. In Japan, the perishable commodities are purchased from small retailers however non-perishable commodities are purchased from big specialty retailers. The shopping retailers...
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...retail industry is not spared. Hypermarkets such as Tesco and Carrefour have long been in existence and is rapidly making its presence felt in further expansion plans in the Asia Pacific region. Started in North and America and Europe, hypermarkets became the dominant retail grocery today. Consumers’ expectations for ease in grocery shopping, together with the increased of car ownership made shopping in big supermarkets a trend to last for a long time to come. With higher income and change in lifestyles, coupled with an increasing middle income group – it has opened a whole new market for the retail chain industry. Due to the saturated local market, hypermarkets are bent on expansion in finding new markets internationally. Even though governments have opened up their economies to foreign players, there are rules and regulations imposed on new players in order to protect their own local retail industries. Global retail industry has come a long way since commencement. Worldwide retail sales is now valued at $USD7 trillion (Source: Deloitte :2003). Invention of bar-coding system enables stores to manage tens of thousands of items and also assisted in ‘Just-In-Time’ store replenishment system. This report would explain the emerging markets to be tapped, and the different opportunities and threats faced by the entrants; various rules and regulations imposed by the local government in which hypermarkets operates and more importantly how the hypermarkets adopt and adapt to the local...
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...Business Expansion 4 2.2 Warehouse Recordkeeping System 5 2.3 Development Change to Improve IT System 5 3.0 LEADERSHIP IN MYDIN 6 3.1 Four Factors of Transformational Leadership 6 4.0 CUSTOMER SATISFACTION IN MYDIN 8 5.0 KEY PERFORMANCE INDICATOR 13 5.1 Balanced Scorecard 13 6.0 SWOT ANALYSIS 18 7.0 TOW MATRIX 27 8.0 RECOMMENDATIONS 28 9.0 CONCLUSION 30 1.0 CORPORATE OVERVIEW 1.1 Company Profile Mydin is a Malaysian chain of hypermarket, supermarket and emporiums. MYDIN was incorporated on 23 July 1991 under Companies Act 1965, as a private limited company under the name of Melati Makmur Sdn Bhd. On 17 January 1992, the Company changed its name to MYDIN MOHAMED & SONS SDN BHD. On 25 June 2001, the company became MYDIN MOHAMED HOLDINGS SON BHD and is presently known as MYDIN MOHAMED HOLDINGS BHD which is a family business. MYDIN business activity is in retailing and wholesaling. Each branch has their own business category, based on the capacity of goods traded. The categories comprise hypermarket, emporiums, mini market, convenient shops, franchise stores and bazaar. Currently, MYDIN operates 90 outlets nationwide. With the motto “Why pay more, buy at wholesale price”, MYDIN willing to listen to their customers and provide the best services in respect to fulfill public interest. In the other sides, MYDIN strategically meets their suppliers or vendors by working with them on a “win-win” situation through build good relationship with them. The...
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...A comparative study of customer motive based on the services offered by Tesco and Giant hypermarket in Cheras and Kuala Lumpur. Introduction In 2006, the Malaysia Retailers Association (MRA) forecast that the retail industry is projected to increase about 6% in the year 2007 as it happen in the previous year. The raised in fuel costs, toll gate fees and utility rates have decreased consumers’ disposable income and also affected their purchasing power. MRA (2006) reported that the Malaysian retail industry that is worth RM50 billion has been experiencing a progress in relations of growth since the Asian Financial Crisis in 1998. MRA embodies 100 major foreign and local retailers in Malaysia including TESCO. Recent research shows that the private labelled market share is largely dependent on the degree to which retailers are successful in communicating quality rather than a low price image to consumers (Richardson et al., 1994). What matters more is the extent to which manufacturers are successful in convincing consumers that absolute levels of real quality differ or that variation in quality presents consumers with risk if a store brand is selected over its “high quality” national brand counterpart (Hoch and Banerji, 1993; Richardson et al., (1996). With this in mind, this study will compare customer motive in behind them purchasing from Tesco and Giant and what they have done to compete with national and international brands and what factors motivate customers of Tesco and...
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...of this expertise, Carrefour pursues a growth strategy that is increasingly based on its international business. Thus, in 2004, 80% of the new points of sale were created outside France. Growth has been achieved, with an increase of sales outside France of 8.3% at constant Exchange rates in 2004. The scope of Carrefour focuses on four main grocery store formats which are hypermarket, supermarket, discount and convenient stores. Operations range from supermarkets stores and a variety of other outlets to convenience. But what Carrefour is known for above all else is the hypermarket. A hypermarket is, essentially, a super-sized supermarket that typically stocks some 70,000 items and has a sales floor as big as 20,000 square meters or approximately 215,000 square feet. Carrefour introduced the concept to Europe in 1963, opening its first one in the south of Paris. The trend caught on and Carrefour hypermarkets sprang up across the continent. SUMMARY OF CASE STUDY Introduction * Carrefour group is the world’s second largest retailer and the biggest in Europe. * Their core processes are hypermarket, supermarket, discount and convenient stores....
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...entRECHACHE Khaled Oualid EBS Paris Student Shanghai University Marketing Report Example of Wal-Mart Summary I.The Chinese Retail Market A. Analysis of the Chinese Retail Market B. A picture of China’s Retail Market : facts & figures II. Wal-Mart in China III. Wal-Mart suggested business model in China A. General Analysis B. Suggestions I. The Chinese Retail Market China is first of all a demographic power: 1 human being out of 5 is living there. It is a permanent member of the United Nations Security Council is in possession of the nuclear weapon and recently shoots down its own space satellites: this makes from it also a military power. As a matter of fact, China is replacing Japan as the diplomatic focus in Asia, and above all as the economic focus. Indeed, industrialized countries must take into account anew economic power and inevitable partner, all the more as it is a member of the World Trade Organization (WTO) since 2001. As a consequence, a good many foreign groups have decided to gain a foothold in the Chinese market, which is not an easy thing. We will firstly mention the opportunities and the obstacles which feature the Chinese retailing market. Secondly, we will try to establish a picture of this market, with its main current facts and figures. A. Analysis of the Chinese retail market China is today part of the WTO, entailing progressive liberalization of the market. Nevertheless, this does not mean that it has become...
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...and Nor Ashikin Ismail Accounting Research Institute & Faculty of Accountancy, Universiti Teknologi MARA, Malaysia Abstract— In Malaysia, the hypermarket business is an extremely competitive venture. Beside the high amount of capital that one needs to invest in, the business also exposes new players to global and well– structured competitors such as Giant, Carrefour and Tesco, to name a few. The current paper explores and describes the experiences of one Malaysian player, the Mydin Hypermarket in its quest to champion the local consumer market. A 2003 publication of a US bestseller entitled KMart’s Ten Deadly Sins had a tremendous impact on the business strategy and future direction of the Mydin business in this country. Originally built in the 1990s to emulate the then highly successful K-Mart Superstore in the United States, the Mydin Business had to immediately change its business strategic direction. Premised on interviews, site visits, observation and document analysis, this article provides a qualitative narration and a discussion on the various counter strategies undertaken by the management of Mydin Hypermarket in order to avoid having to face the same fate as KMart Superstore. Today, the Mydin Hypermarket understands its niche. To remain relevant in this highly competitive business, Mydin Hypermarket needs to understand its customers, reckons the capability of its competitors and be at ease with technology as a strategic tool. The question ...
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... Abstract— In Malaysia, the hypermarket business is an extremely competitive venture. Beside the high amount of capital that one needs to invest in, the business also exposes new players to global and well– structured competitors such as Giant, Carrefour and Tesco, to name a few. The current paper explores and describes the experiences of one Malaysian player, the Mydin Hypermarket in its quest to champion the local consumer market. A 2003 publication of a US bestseller entitled KMart’s Ten Deadly Sins had a tremendous impact on the business strategy and future direction of the Mydin business in this country. Originally built in the 1990s to emulate the then highly successful K-Mart Superstore in the United States, the Mydin Business had to immediately change its business strategic direction. Premised on interviews, site visits, observation and document analysis, this article provides a qualitative narration and a discussion on the various counter strategies undertaken by the management of Mydin Hypermarket in order to avoid having to face the same fate as KMart Superstore. Today, the Mydin Hypermarket understands its niche. To remain relevant in this highly competitive business, Mydin Hypermarket needs to understand its customers, reckons the capability of its competitors and be at ease with technology as a strategic tool. The question now, has Mydin found its forte?. The paper further explores. Keywords — Consumer-driven strategy; hypermarket...
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...through a lot of improvement. In 2001, the company changes its name to Mydin Mohamed Holdings Sdn. Bhd. In the same year, the company is converted into public limited company and has since assumed the name of Mydin Mohamed Holdings Berhad. Mydin objectives are to gain more profit by attaining more customers. Mydin Mohamed Holdings Berhad has set up a company mission which are “We aim to be the leading local wholesale and Retail Company by providing the best value for money for the best assortment of goods, by providing service to our customers and by striving for excellence. We also aim to inspire more Malaysians to open outlets with our own proven success formula”. Besides, the company visions are to be the leading Malaysian wholesale hypermarket in Malaysia. In total, there are more than 3,000 employees working under the Mydin Group Holdings. The number of employees working in the branches varies based on the size of the branch. In the headquarters branch located in Jalan Masjid India, that I will be carrying out the research on, there are about 400-450 employees. As for the smaller branches, the estimated number of employees is in the range of 350-400. In every Mydin branch, there are a few levels that are specific staffs assigned for different tasks, which are the management, stock, store, sales assistant, management, cashiers etc. Most of the staffs are trained to be the sales assistants and cashiers these staffs are required to run the daily operations in the branch. ...
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...sales. * Truly global player with operations in over 35 countries. * Major formats are hypermarkets, supermarkets and discount stores. * Well known for entering and adapting to emerging markets. * Group turnover (2012): EUR 85.96 billion * Total number of stores (including franchises): 15,673 Carrefour SA was first listed on the French stock market in 1970. First opening stores in France during the 1960s, Carrefour went on to open the first hypermarkets in France and Europe. First started expanding into the rest of Europe in the early 1970s and 1970At the same time the ED discount format was introduced. The Carrefour own-label was introduced in 1985. The first non-European store was opened in Brazil in 1975. Carrefour's firs Asian store opened in Taiwan in 1989. Carrefour announced its intention to merge with Promodès at the end of August 1999 with the merger approved in January 2000. The Carrefour name was retained with the majority of Promodès stores rebranded. The merger pushes Carrefour to second place in global retailing. Carrefour operates a diverse portfolio of formats, including hypermarkets, supermarkets, discount stores, cash & carries, c-stores and a number of neighbourhood store formats for independent retailers. Pioneer of hypermarket format. All hypermarkets trade under the Carrefour banner worldwide. With the opportunities for hypermarket openings in developed markets slowing, Carrefour’s strategy is to use the format to establish...
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...An Important Juncture As a member of the Halley family and the chairman of one of the top French retailers, Promodes, Paul-Louis Halley witnesses the $16.6 billion takeover of his family’s firm by its long time competitor Carrefour, on January 25th, 2000. This merger, prompted by growing threats from foreign retailers, will establish Carrefour as the top European retailer. Although these two firms have a long history of rivalry and competition, this move would be the obvious choice. Despite having put aside their differences, “the marriage was clearly an externally driven affair.” (4) Months earlier, in June of 1999, Wal-mart expanded its european holdings with a $10 billion investment used to take over ASDA of Britain. The two french retailers, having themselves nearly been targeted for acquisition by Wal-mart in recent years, are very much aware of the growing threat that the world’s top retailer poses, especially in light of prior competition with the mega corporation throughout previous decades. Analysts have predicted that such a merger would take place between two major European retailers. To do so is to increase economies of scale for the newly merged. With a swap of 6 Carrefour shares for each of Promodes’, a total stock market value of 49 billion euro has been achieved, which despite still being much smaller than Wal-mart’s $200 billion (1), may be enough to hold the American retailer off, as Carrefour still controls a greater portion of the local market. Although...
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