Carrefour Experienced A Midlife Crisis Of &Nbsp; The New Boss Or The Clothing Industry Started.

In order to save Sluggish The world's second largest retailer, Carrefour, announced that it would replace its owners. The French clothing group Vivat (Vivarte) CEO, 62 - year-old Plah Sutter will succeed Luo Shengzhong as the chairman and CEO of Carrefour. This is the third time that Carrefour has changed hands in four years. Why has Carrefour, who has been established for 52 years, has been changing frequently in recent years? Carrefour The important task?

Carrefour China media chief disclosed that according to the mail from headquarters, the new CEO pra Sutter will arrive in April this year (2012), and will be formally appointed in June. His strategy is hard to predict, but it is certain that the Chinese region will not be affected.

Carrefour: as always, the Chinese market has maintained its pace and speed of development. It has 20-25 stores a year, and this will not be affected. China market This situation will remain.

Carrefour, which has nearly ten thousand chain stores in 32 countries and regions, is still second of its size, but the scenery seems to have stopped. In 2011, they issued a profit warning for 5 times due to the stagnation of sales, and the share price fell by more than 40%.

Wang Xianqing, director of the Institute of circulation economics, Guangdong University of Business, believes that Carrefour's global business is facing bottlenecks, which is related to the current international economic environment.

Wang Xianqing: it is not aware of the seriousness of this economic crisis and its impact on the world economy and retail industry. Carrefour's strategy lacks timely adjustment as a development in 50s and 60s. Retail Carrefour is now in the middle and old age. Many of its past models have not adapted to the new situation.

Take the Chinese region as an example, manufacturers want to enter Carrefour stores to pay a certain "passage fee", which includes new product sponsorship fees, contract sponsorship, exhibition fees and so on. Liu Hui, chief consultant of Zhao Yi Department store, revealed that suppliers can only raise their prices in order to make profits, which is not consistent with Carrefour's low price strategy. Liu Hui believes that the decline of Carrefour's performance mainly started in 2007, when the LV group's controller Arnaud family became the new owner of Carrefour Group.

Liu Hui: after the personnel changes in the core leadership, the business philosophy has been confused. They lack the development strategy of a large group. They have been looking for it in recent years.

In fact, the global retail giant turns every 3 to 5 years. CEO It's normal, but from Carrefour's merry go round, it is easy to see that several CEO, including Luo Shengzhong, failed to put forward effective strategies, and the Arnaud family, which was founded on luxury goods, lacked patience. The choice of Sutter, who was in charge of the clothing group, is that Liu Hui hopes the Arnaud family will improve its profit growth.

Liu Hui: the best way is to mention the sales of clothing to a new strategic level. In the past, there was such a successful case, the United States, Taghit, it is very good in clothing sales, through this advantage, Taghit in the competition with WAL-MART is not very backward. Carrefour hopes to do something in this respect, so he picked up a CEO with a certain sensitivity to the clothing market.

In the past two years, Carrefour has withdrawn from the market in Japan and Korea. In China, it has not only been blocked by local supermarket stores, but also has been caught in scandals such as fraud. It has been hard to recover the lost market share only by the crazy expansion. What tricks have been used to make the giant giant who has entered the age of knowing the fortune to achieve a magnificent turn?