Carrefour Hypermarket Essay Example for Free

Carrefour Hypermarket Essay A hypermarket or multi department store is a superstore which combines a supermarket and a department store. The result is a very large retail facilitywhich carries an enormous range of products under one roof, including full linesof groceries and general merchandise. When they are planned, constructed, andexecuted correctly, a consumer can ideally satisfy all of his or her routine weeklyshopping needs in one trip. The example of hypermarket have been set up inMalaysia is Carrefour, Tesco, Jusco, and Giant (foreign hypermarkets) besidesother local hypermarket such as Mydin. Following are background of theCarrefour hypermarket and Mydin hypermarket.The first Carrefour store opened on 3 June 1957, in suburban Annecy near a crossroads (carrefour in French). Today it is the smallest Carrefour location inthe world. The group was created by Marcel Fournier and Denis Defforey andgrew into a chain from this first sales outlet. In 1999 it merged with Promodà ¨s,known as Continent, one of its major competitors on the French market.Marce Fournier and Denis Defforey had attended several seminars in theUnited States led by The Pope of modern distribution Bernardo Trujillo, whoinfluenced other famous French executives like Édouard Leclerc (E.Leclerc),Gà ©rard Mulliez (Auchan), Paul Dubrule (Accor), and Gà ©rard Pà ©lisson (Accor).Their slogan was No parking, no business.The Carrefour group pioneered the concept of a hypermarket a large supermarket and a department store under the same roof. They opened their first hypermarket 15 June 1963 in Sainte Genevià ¨ve des Bois, near Paris inFrance.1976 Carrefour introduces  ³produits libres ´ which are unbranded product but ³just as good, and cheaper ´. In 1992, Carrefour creates filiere quality systems,which quarantee product origin and traceability. Carrefour opened their firsthypermarket 1994 in Malaysia. In the 21st century, hundreds of millions of men and women will become part of the consumer society within a globalized economy. Globalization does, however,pose new types of risk for both human society and our planet. Faced with suchrisk,  and in order to improve prospects for future generations, it is crucial tofollow the path of sustainability, which combines economic profitability, respect for the environment and both social and ethical development. mission Carrefour are totally focused on meeting the expectations of their customers. Carrefour mission is to be the benchmark in modern retailing in each of their markets, by offering : * Their customers: the best prices and the best merchandise, in every banner and every country. * Their staff: the possibility of growth and fulfillment in a trusting environment, withinteresting jobs and motivational compensation. * Their shareholders: a sustained return on their investment and the growthprospects of a global, multi format retailer. * Their partners, franchisees or affiliates: leading banners and brands, marketingand sales expertise, purchasing power and constantly improving techniques. * Their suppliers: markets, customer intelligence, and cooperation to improveproducts through long term, mutually beneficial relationships. * Public, local and national authorities: a deep commitment to the community,as a socially responsible economic actor and good corporate citizen. Objectives †¢Improve customer satisfaction †¢Improve profitability †¢Significant reduction in excess inventory Carrefour is a public limited company with a share capital of 1,790,354,427.50 euros divided into 716,141,771 shares and with some 460,000shareholders. Carrefours employees own 2.98% of the Groups share capital.Their attention to social and environmental performance preserves their share price and attracts new investors sensitive to social and environmental issues.Carrefour strives to guarantee to its shareholders the transparency of its corporategovernance. Ethical, social or environmental issues are dealt with by Carrefour’s key decision making bodies : 1. The Board of Directors is Carrefour’s main governing body. It comprises 11members of whom 3 are independent directors, and is assisted by a Strategic Steering Committee, an Audit Committee and a Wages and Salaries Committee. 2. The Executive Committee is the backbone ´ of Carrefour’s managementstructure. Under the impetus of its chairman, it recommends strategic directionsand guidelines and organises their deployment. Its membership reflects the waythe Group is structured per geographic area with cross sector support functions. 3. The Quality Sustainable Development department, which manages thesustainable development programme, reports directly to the CEO and advises theExecutive Committee on sustainability issues. Carrefour products Besides, With its customers needs in mind, Carrefour decided in 1985 toreplace its produits libres, generic product line created in 1976, with an own -brand line, which is produced for the most part by small and medium sizedbusinesses and manufacturers. Today, Carrefour sells over 2,000 products thatmeet very strict specifications with regard to their price / quality ratio, taste,authenticity, food safety, traceability and innovation. Carrefour also sells 5,000 non- food products under its own brand names. Outside laboratories conduct qualityaudits of our non-food products at various stages in their production to make sure theymeet our specifications. Carrefours organic line now offers 130 products in its freshfood, grocery and frozen food aisles. All products in the Carrefour organic lineare inspected and certified by the independent certification organization ECOCERT,and must meet organic farming specifications (no chemical fertilizers, no syntheticpesticides). Everyone who works with Carrefour to produce its organic line makes a long term commitment to adhere to demanding production control and producttracking specifications. Regular inspections are conducted at every stage of themanufacturing process, up to and including inspections of the finished product. Carrefour market positioning Carrefour does business, its stores have further moved its marketpositioning towards the discount end through a policy of low prices andlargescale promotions. The banners concerned by the conversion to the eurolocked in their prices through May 2002 and maintened a freeze on own brandsover the whole year. The price positioning was supported by many promotionalcampaigns. In the first half, Carrefour won back market share in Brazil byconducting three short promotional campaigns a week. In the second half, thegroup’s 40th Anniversary offered a worldwide opportunity to display thecompetitive nature of the product range. Other international promotions such asthe ones in countries involved in the World Football Cup, helped to boostthe stores financial performance. Carrefour branches With operations in 30 countries, Carrefour is the world’s second largestretail group. It is the number one retailer in Europe. Carrefour has  also been present in the Americas since 1975 and in Asia since 1989. This success stems from their ability to adapt their strategy to fit local markets and to make globalisation an Opportunity for progress. Wherever they do business, they striveto raise local standards in terms of quality, service, working conditions and preserving the environment. They also mindful of their contribution to the labour market, in some countries, like Argentina. Carrefour is the largest private sector employer. Market positioning is the act of designing the company’s offerings and image to occupy a distinctive place in the mind of target market for its product, brand, or organization. It is the relative competitive comparison their product occupies in agiven market as perceived by the target market. Market positioning strategy usedby all retail in dustry such as foreign hypermarket. Below type of market positioning strategy used by retail industry . Product offered by Carrefour is a basis to differentiate other hypermarket product. The bases used in Carrefour hypermarket are * Quality Quality is one of Carrefour main source of competitive differentiation and is partof the fundamental policies defining the implementation of the Carrefour’s strategy. It always corresponds to what the customer explicitly or implicitly wantsand must be clearly perceived as such. The value for money must be the best.Controlled products whether banner brands or own brands, offer exemplary qualityand safety. A product must demonstrate the required quality level before it canbe approved for purchase. * Guaranteeing food products safety and quality The best possible value for money is offered at every price level (first priceproducts/ own brand and banner brand products). For own brand and banner brand products, the quality process includes signing a set of specifications,approving production sites and product control plan, processing and archiv ing anycon-compliant products and following up of customers claims. To complete thissystem, Carrefour has deployed in 2005 a Quality Scorecard available on theintranet site, which enable all the Carrefour to track products at every stage of their marketing and to react more efficiently in case of a crisis. * An approach shared with our suppliers To guarantee the quality of its food products and its own brand and banner brand products, Carrefour systematically conducts audits on its suppliers’s production sites, which are audited health and safety conditions. Suppliers’s production sites are audited by Carrefour,  its service providers or certificationagencies. Suppliers are audited with respect to health and safety conditions, riskcontrol, traceability and compliance with specifications. In addition, Carrefour endeavours to verify progress in product development Quality at the best price: first price products First price No1 ´ products launched in Malaysia. Drawing on synergies andpurchasing volumes at the Carrefour, these products are intended to offer consumers quality products at a price that is 5% to 7% below hard discountprices. In addition to meeting existing legal requirements, No1 products alsoreflects the quality and safety approach that characterizes all their own brandand banner brand products. Carrefour has decided to apply the same position for No1 products as for own brand and banner brand products by excludinggenetically modified organisms from the composition of all products. * Quality information on non food products labels To promote the quality of its own brand products and retail brand productsamong consumers, Carrefour hypermarkets decided to optimize the quality of information on the packaging of its Carrefour brand non food products. Four criteria, symbolized by four icons, were adopted, referring to usage, safety, health and the environment or social conditions of production. The packaging points outthe most striking criterion for each product by explaining in one or two sentencesthe product’s added value. This is signed with the commitment logo of Carrefour, which provides Consumer services with evidences of its procedures.Carrefour has already used this method on paints, backpacks, toys and scents. This approach will be extended to include children’s products, paper goods,sporting goods and food containers. * Ensure in store safety and quality The proper upkeep of stores and the respect for the cold chain and food safetyare key elements of the Carrefour’s policy in Malaysia . Thus the Carrefour mobilizes all its employees to ensure respect for health and safety rules. Thisinvolves training, establishing procedures, and systematic hygiene and qualityaudits in stores and warehouses. * Improve nutritional information on food products labels Facing with a disturbing rise in food-related problems and to help customers tocombine food products better for a more balanced diet, in early 2005, Carrefour has optimized the labelling of its Carrefour brand products. The Carrefour’s Commercial Department has worked with the CLCV to develop a more accessibleand helpful presentation of nutritional  information. The packaging has now a ³nutrition box ´ indicating the share of daily needs for six main nutrients ( fats,sugar, carbohydrates protein, fibre and salt) provided by the products. Brand The Carrefour has had successful financial results, has gained market share,and makes customer happy. This is a reward for all employees, as all of themplay a role in this result. In fact, over 90% of the employees work in contactwith customers. That means that customer happiness is closely linked to theemployees’ performance. The Carrefour has developed various tools, depending onthe employee’s position to assess the employee’s performance. For instance,tools for cashiers include such indicators as turnover and absenteeism. A number of teams participated directly in the preparation of the strategicplan through participating. In task forces that brought together people from allstore formats and all geographical areas. Being linked to the global strategy is agreat motivation for store managers. Moreover, the strategy is probably moreappropriate this way, so it is in turn easier for managers to implement theprograms with the employees. Since 2000, hypermarkets have systematized listening to employees toassess their satisfaction. Over 8,000 persons, both managers and employees,used it to express their point of view. It enables the Group to have a fair overview of labour relations, to adjust its management style and to draft actionplans that factor in employees’ recommendations and comments. Besides, general staff benefits include such as * Contractual Bonus * Service Awards Programme * Out Patient Treatment Benefits * Group Personal Accident Plan * Group Health Plan (Cover includes immediate family members) * Structured Skills Career Development (Programmes Structured SkillsCaree) Additional benefits for Non-Executives include allowances for: * Transportation * Attendance * Punctuality * Cashier ( cashier only ) * Festive incentive ( ie: Hari Raya, Chinese New Year, Deepavali) At Carrefour, they constantly strive to be a responsible corporate citizen andundertake various measures to give back to the community and society as awhole. Carrefour strive to make a difference in the lives of the community fromthe urban to the rural and they are driven by the belief that all life is special anddeserves attention. Carrefour believes in operating business with integrity andcommitment to quality. This conviction that begins with us as an individual andthrough this inward conviction, Carrefour will make a difference in the lives of people around Malaysia. Personnel Differentiation The Carrefour Group has formalized its progressive approach based onthree key commitments: quality and safety, respect for the environment andeconomic and social responsibility. Safety commitment on Drug Perfume and Hygiene products (DPH) All suppliers are required to abide by Carrefour’s policy on cleaning,detergent and cosmetic products. No cosmetic product has been tested onanimals by Carrefour’s purchasing office or on its behalf for 10 years. Products and their formulas are rigorously scrutinized by a team of six internal specialists,with the support of an additional team of recognized external experts. Some of the group’s banners are taking this approach even further. Safety commitment on textiles and clothing for babies and children In 2003, Carrefour has developed specifications to improve the safety of clothing and textile products intended for children and babies. In two years, morethan 5,000 textile products involving over 200,000 substances were tested byindependent agencies. This safety requirement has been boosted by regular monitoring conducted with the help of specialists, toxicologists and allergists for all textile products. Based On services Differentiation The Carrefour puts its customers at the heart of everything it does. To thisend, it has simplified its organization, giving more independence to storemanagers to enable them to adapt their business as closely as possible to theneeds of their catchment area. Alongside this, the Carrefour has expandedcustomer choice, adapted its store brand ranges and increased its  serviceoffering. New store concepts have been introduced to respond to evolutions intheir customers’ lifestyles. For some years now, the Carrefour has also beenstrengthening its loyalty programs around this country to ensure that they reflectthe latest consumer and social trends.Over the years, Carrefour has added numerous practical and accessibleservices to its offering. The Carrefour has thus become a competitive player andthe benchmark in several areas of activity outside of its core business line.Carrefour made significant capital expenditures in 2002 to reconfigure its stores tomake them more attractive and im prove customer service. Reorganized salesareas and product staging make the best of the Carrefour’s various areas of expertise. This applies to both the food and non  ± food areas in hypermarkets. At Carrefour, they welcome customer views and comments which will help themimprove their service to customer. As in many other businesses, it is a crucial point for the Carrefour to learnabout their customers and to do everything they can to satisfy them. ThusCarrefour has defined what builds up a positive experience for the customer;apart from the differentiation strategies, price positioning strategies, distributionchannel and marketing mix, can see that the success factors contribute on itsproducts or services. The Carrefour mostly sells consumer goods and servicessuch as: * Convenience goods (food products, gas) which are sold by all formats of retail stores. * Shopping goods and services (household appliances, electronic devices)which are sold by hypermarkets only. * Cash Carry and wholesale stores sell industrial goods (mostly food) asthey sell to businesses (food trade professionals).Carrefour’ s success factors used on its product are: * The Carrefour ¶s product be unique and different from the existingproducts in the market. (CG Home theatre system very unique and different from other Hometheatre at market). * The product has sales in needed and wanted by the consumers.(Carrefour arrange different product in festival seasons such as HariRaya, Chinese New Year, Deepavali and Christmas. Example: LuckyBamboo, cai Shen scoll, honey mandarin and assorted paper card inChinese New Year and Christmas table, Christmas trees and colourfullights  ± in Christmas.) The product have hi gh consumer demand and a high growth rate. ( allkind of product). * The product has to be reasonably priced and affordable to the majorityof consumer. ( all kind of product). * The  Carrefour have sufficient funds to build consumer awareness andcarry on other promotional activities. ( Carrefour Gift Vouchers, Carrefour Bonus ) . Form The products design different from other products, example GC product.QualityCarrefour always guarantee that all products they sales are safety and goodquality. Brand At Carrefour they sales CG brand products, which one mostly unique anddifferent from other brand products at market. Besides Carrefour also sales other product such as TOSHIBA, PENSONIC, ELBA, FABER, SAMSUNG, SHARP, LG,Goldsonic and etc.Durability A product that can last for many years is perceived as a product of goodquality.FeaturesCG products have various attractive features such as CG television set with loudstereo sound, clear picture quality , remote control and a big screen falls into thegood quality product category. Carrefour FreshFOod Carrefour also offer fresh food to consumers which one given the opportunity toconsumer to make many choices, an opportunity which has so far been lacking in Malaysia Carrefour. In terms of fresh produce, choice also pervades. Pursuingthe unconventional, for example, Carrefour will carry those items that other storesshy away from: at Carrefour one can find curved cucumbers, freshly harvestedcabbage (ones that have not gone through any additional processes), and other items that suffer from no real, discernible defect in quality. Besides Carrefour also carry fresh food like fresh chicken, fresh fish, fresh Australia Beef, freshprawn and etc.Differentiation strategies on Carrefour Fresh Food are based on productdifferentiation.QualityThe Quality Way products are the result of the collaboration between Carrefour and chosen producers, who have committed themselves to strictly follow a qualityletter statutes agreement. The aim of the collaboration is to provide consumerswith healthy and safe products. The products certified with the Quality Way signare quality and safety guaranteed, from the first production stage until the finalpositioning on the shelves. Some fresh food in Carrefour certificated as QualityWay are : Halvah quality way, Chicken quality way, Free Range Eggs quality way, Fresh Fish tsipoura quality way, French beef, Salmon, Biological bread, Barrel Feta quality way, Pork quality way, Apples agorin quality way, Peaches and Nectarines Veria quality way, Seabass quality way, Kiwi quality way, Feta Tin quality way Based on services differentiation.Carrefour also provide customer service such as Cutting Service (Scalling / Cuttingservice for meat products upon request). Carrefour Family G oods.  Carrefour also carry family Goods such as Carrefour Baby Goods (Food range,hygiene, perfumery, childcare products, toys, apparel developed under the adviceof a committee of pediatricians and specialists, in order to guarantee the baby’s development from 0 to 36 months with security and comfort.), Carrefour KidsGoods ( Food range, general merchandise, apparel, designed to develop goodhabits (fight against obesity with less fats, sugar and salt), as well as developingautonomy, satisfying the tastes of children between 4 and 10 years old throughadapted packaging and the use of the mascot: Genius), Men’s clothes, Lady’ sclothes (variety of clothes) and etc. Differentiation strategies on Carrefour Family Goods are based on productdifferentiation.QualityCarrefour always guarantee that family goods they sales are safety and goodquality specially Babys Goods. To guarantee the quality of its products and itsown brand and banner brand products, Carrefour systematically conducts auditson its suppliers’ production sites, which are audited health and safety conditions..Suppliers are audited with respect to health and safety conditions, risk control,traceability and compliance with specifications. Distribution Channel The Carrefour as a whole is an efficient channel of distribution: it is a whole setof marketing intermediaries that have joined together to transport and store goodsfrom producers to consumers. The Carrefour acts as a wholesaler as the Groupsells products to franchises. All the retail stores are other intermediaries. Some of the producers are local while other goods  are bought by bulk purchases or global sourcing. That means that Carrefour has to organize the wholetransportation to its retail stores. Carrefour is mainly concerned with outboundlogistics as they manage flows of finished products to ultimate customers (and tobusiness buyers for cash carry). This is a critical activity for Carrefour: they just cannot have empty shelves because that would not make customers happy!Each day, 8 trucks are needed to deliver products to one hypermarket! They usesophisticated software to create an efficient link between sales and purchases.They use  ³push  ± pull push ´ logistics. It means that they both do forecasts andthey also control what is sold in order to adapt. Before the merger Carrefour  ±Promodà ¨s, both firms had their own channels of distribution. After the merger,they decided to organize a common and efficient channel of distribution. It can bedivided into three networks: î€ grocery products which stay a very short time in warehouses for hypermarkets the same products for supermarkets, convenience stores and Promocash î€ products which stay a bit longer in warehouses, and that are delivered toall formats of stores This new system enables to reduce the distance over which the products aretransported (thus reducing the cost), and also shortens the time for the delivery.Moreover, with the  ³multidrop system ´, only one truck is used to transportproducts from a manufacturer to two close warehouses. Carrefour owns manyhuge logistics platforms (also called distribution warehouses). They gather products from different manufacturers (which are suppliers for Carrefour), andredistribute these products to the different stores when they need them. Theyhave introduced technological tools: those who prepare orders are helped by avocal recognition tool, in order to avoid any mistakes. Manufacturers used tostore finished goods in their own warehouse, and then, the goods weretransferred to Carrefour warehouses. Carrefour now wants to transport directly thefinished goods from the manufacturers’s to Carrefour warehouses. Marketing mix The marketing mix looks at the four main factors that go into a marketingprogram (Product , Price , Place , Promotion ) , which are referred to as the 4 Ps. PRODUCT The Carrefour needs to design their stores so that they meet customers need.This includes having the right store format, helpful services, the  appropriateproduct mix , and a reliable private label brand.Carrefour have adapted the kinds of products they sell to the local culture. For instance , Chinese people do not always have a huge refrigerator , so theyappreciate fresh products. Thus , Carrefour , by guaranteeing both prices andquality for lots of fresh products has a real advantage : it is much easier andpractical to buy fresh goods.Moreover , in Carrefour , they also sell western products for the western peopleliving here. This market segment needs were not yet fulfilled, as westernproducts are not sold elsewhere. In Carrefour Malaysia, people can buy suchgoods as chocolates, wine, and even cheese or cookies just like in France. Thegroup also adapted its services to local shopping habits. For instance, inMalaysia , people often drive to hypermarkets , only once a week. They buyeverything they need for the week, and a car is very useful to transport thegoods back home. That is why big parking lots are needed. ( in convenience stores ) Although the Carrefour sells a lot of goods with a manufacturer’s brand names(such as Danone , Yoplai t or Nestlà © ), they also sell dealer (private label)brands: * Carrefour (in Carrefour hypermarkets) , * Champion( in Championsupermarkets ) * Grand Jury ( in convenience stores ). Thus, these products donot carry the manufacturer’s name. The Carrefour product range now includes11,000 mass-market products and miscellaneous household goods.They have paid a special attention to the packaging so that the brand isimmediately recognizable . It has a special colour code , displays the Carrefour’squality commitment, complete labelling information and a display of the Carrefour’s satisfaction or consumer money back ´ policy. In order to improve these brandsequity, they use widely recognized labels to promote trust among customers. The brand loyalty  is very high. The Carrefour brand is the best selling brand inCarrefour hypermarkets, representing 25% of the total sales. Nine out of 10customers fill their shopping carts with Carrefour brand products. Thus, these products donot carry the manufacturerss name. The Carrefour product range now includes11,000 mass-market products and miscellaneous household  goods.They have paid a special attention to the packaging so that the brand isimmediately recognizable . It has a special colour code , displays the Carrefourssquality commitment, complete labelling information and a display of the Carrefourss satisfaction or consumer money back ´ policy. In order to improve these brandsequity, they use widely recognized labels to promote trust among customers. Thebrand loyalty is very high. The Carrefour brand is the best selling brand inCarrefour hypermarkets, representing 25% of the total sales. Nine out of 10customers fill their shopping carts with Carrefour brand pro ducts. PRICE This is a very important P in Carrefour’s strategy, they even talk of the  ³priceimage ´ of the group.The objective of the Carrefour is to reduce prices in all formats of stores.In 2005, the clearly stated objective of each hypermarket was to be the leastexpensive store within its market radius. This is a competition based pricing,their strategy is based on what other competitors are doing (including harddiscounters and informal traders), and the Carrefour tries to set the price belowthe competitors.However, they also seem to have a demand based (or target) pricing  as theyconstantly try to reduce prices to meet or exceed customers expectations, eventhough they are already under their competitors’ price. The objective of this pricereduction strategy is to attract more people to the stores, thus gaining market shares. The objective can be explained as a virtuous circle: the more they sell,the more economies of scale they can do, the more they can lower prices thusattracting more customers. The Carrefour has reduced the necessary time toanalyze the research data and to adjust price displays in each department to 24to 72 hours maximum. They pay a particular attention to the pricing of  ³sensitive ´categories of products (those that the customers notice). They have also studiedwhat factors contributed to this image. The main ones are fresh product pricecompetitiveness, reliability and quality of the price indications, pricecompetitiveness of the private label range. PLACE This P is about putting the product in a place where people will buy it.The  Carrefour adds value to goods or services by different means. Form utility The fresh bakery department in hypermarkets uses variousingredients to make croissants, bread and baguettes on the spot. Other departments such as the butchers’s and the fish department also perform formutility. Time utility. In order to make products available when they are needed, theCarrefour has developed a new format according to consumer needs and wants. Place utility In order to sell products where people want them, the Carrefour has different store formats. For instance, in Malaysia , hypermarkets are intown suburbs easily accessible by cars. Possession utility The group provides credit. With the PASS Card, customerscan spread out their payments and make their purchases on credit. TheCarrefour also helps to take a loan to buy a car for example. When you buybig goods, hypermarkets can deliver them to you. PROMOTION Promotion is the effort to inform and remind people in the market about productson sale in the stores, and to persuade them to buy. Carrefour uses various tools(advertising, public relations, sales promotion) which altogether are called thepromotion mix. It is worth noticing that as other big retailers, they do not usepersonal selling. Advertising Carrefour slogan (Lebih Jimat, Lebih Hemat ) is probably one of the best knownamong Malaysian people. It is quite simple to remember. It just means that withCarrefour, can be very optimistic as everything is so great in these hypermarkets. As they target the local market, it is highly efficient as people see the billboardsmany times. Time to time, they use other medias such as the TV to promotenation  ± wide events. Public relations In order to inform the public of the changes that are being made by Carrefour,and to show how this is a good thing to customers, Carrefour has a veryefficient information programme. Moreover, as Carrefour is one of the biggestfirms, there are many newspaper articles about the Carrefour. Overall, thesepublications are a good publicity for the Carrefour. Sales Promotion is the promotional tool that stimulates consumer purchasing anddealer interest by means of short term activities. Carrefour Hypermarketsregularly send catalogues to all households that live nearby. In each hypermarket, they have a reserved zone where they make special displays to present newproducts. There are also reduction coupons for those who have  the loyalty cardCarrefour. They can have reductions of 20% on most popular products. Specialevents are organized each time they open a store. They also use bonuses (buyone, get one free), especially one they want to get rid of their stock. The Carrefour’s need to attract the greatest possible number of people totheir retail stores. As different market segments have different needs, they needto have different formats of retail shops to fulfill these needs. For instance,elderly person often do not have a car and live alone, so they need a storenear their house, they need district shops. However, large families with childrenare looking for hypermarkets where they can buy goods at a cheap price, justonce a week. So that Carrefour need deploying an ongoing and aggressive low-price policy by expanding its in  ± store promotions and communications.Besides Carrefour need to: Strengthen environmentally conscious product and packaging design anddevelop a range of products with social and environmental added value. * Ensure product safety and quality, and customer and and employee safetyat our store locations. * Guarantee respect for human rights internally and along their productssupply chain. * Promote staff training and development, and inform staff of their view of the world, and their core values, their policies and their approach tosustainability. * Respect customers freedom of choice by offering them a wide range of products at attractive prices with full, factual information. * Making the brand work harder will help Carrefour grow sales and profitsin Malaysia. * Offer a more diversified product mix than traditional with hard discount. Reference * Carrefour Malaysia. (online). Available: www.Carrefour.com.my. * Carrefour Group. (online). Available: * www.Carrefour.com. * Wal-mart store inc. (online). Available: www.Wal-mart.com

The African Queen Essay -- essays research papers

THE AFRICAN QUEEN Short Summary: "The African Queen" is the tale of two companions with different personalities who develop an untrustworthy love affair as they travel together downriver in Africa around the start of World War I. They struggle against the climate, the river, the bugs, the Germans and, most of all, against each other. In the course of much misery, they develop love and respect for each other. Detailed Summary: In September 1914, the German occupying forces hold East Africa. The story starts in a small village that is overlorded by a stuffy British missionary, Reverent Samuel Sayer and his spinster, prudish sister Rose Sayer, who is utterly devoted to her brother. Rose is also very naive and pious. She thinks, God would not permit a war between England and Germany or the whole world.. Some day, German troops marches into that village. Merciless, without any warning, these troops invade the village, they burn down the huts and the church. Livestock, poultry, pots and pans and foodstuffs even the portable chapel had been taken by the German soldiers. Only the mission bungalow was spared. Samuel goes on praying the awful calamity of war which has descended upon the world would soon pass away, so that slaughter and destruction would cease and that when they had regained their sanity men would turn from war to universal peace. Because of this war they were cut off from all communications and the rest of the world. Samuel thinks the Germans responsible for the outbreak of the war and all the sufferings. Rose is helpless as her brother suffers a nervous breakdown. He realises that his life's work has been destroyed and instantly loses his mind. He dies very soon after that, while Rose weeps at his bedside. One day later the sharp sound of a steamboat whistle could be heard in the village. A gin-drinking, cigar-smoking man, called Charlie Allnutt, arrives. He is the owner of this old, 30-foot ramshackle steamer named "The African Queen". He supplies the village with mails and news. Charlie offers Rose both to rescue her and escape from here and bury her brother's corpse. They have to use the old, ramshackle African Queen, since he has blasting gelatine, cylinders of oxygen and hydrogen as new cargo. They have a dangerous and difficult escape route: They have to pass the large Central Africa lake at the end of the dang... ...erested in. Actually he is married, but this was a long time ago and so he don't care about it. But he is also an realist and he thinks about his actions. The marriage with Rose is not only a love-marriage, he realises that he has no job no money and no future without Rose.   Cecile Scott Forester - curriculum vitae - C.S. Forester was born in Cairo in 1899. His father was stationed there as a government official. He studied medicine at Guy's Hospital but he left Gey's without getting doctor's degree. From that moment he began to start he writing career. His first important success was the novel "Payment Deferred". In 1932 Forester was offered a Hollywood contract. Until 1939 he spent a lot of time in America. During the war he entered the Ministry of Information and later he went to the Royal Navy to collect materials for his book "The Ship". Then he made a voyage to the Bering Sea to gather material for a similar book on the United States Navy. During this trip he was stricken with Arteriosclerosis, a disease with left him crippled. But he continued to write and created his book "Captain Hornblower". He died in 1966. The African Queen Essay -- essays research papers THE AFRICAN QUEEN Short Summary: "The African Queen" is the tale of two companions with different personalities who develop an untrustworthy love affair as they travel together downriver in Africa around the start of World War I. They struggle against the climate, the river, the bugs, the Germans and, most of all, against each other. In the course of much misery, they develop love and respect for each other. Detailed Summary: In September 1914, the German occupying forces hold East Africa. The story starts in a small village that is overlorded by a stuffy British missionary, Reverent Samuel Sayer and his spinster, prudish sister Rose Sayer, who is utterly devoted to her brother. Rose is also very naive and pious. She thinks, God would not permit a war between England and Germany or the whole world.. Some day, German troops marches into that village. Merciless, without any warning, these troops invade the village, they burn down the huts and the church. Livestock, poultry, pots and pans and foodstuffs even the portable chapel had been taken by the German soldiers. Only the mission bungalow was spared. Samuel goes on praying the awful calamity of war which has descended upon the world would soon pass away, so that slaughter and destruction would cease and that when they had regained their sanity men would turn from war to universal peace. Because of this war they were cut off from all communications and the rest of the world. Samuel thinks the Germans responsible for the outbreak of the war and all the sufferings. Rose is helpless as her brother suffers a nervous breakdown. He realises that his life's work has been destroyed and instantly loses his mind. He dies very soon after that, while Rose weeps at his bedside. One day later the sharp sound of a steamboat whistle could be heard in the village. A gin-drinking, cigar-smoking man, called Charlie Allnutt, arrives. He is the owner of this old, 30-foot ramshackle steamer named "The African Queen". He supplies the village with mails and news. Charlie offers Rose both to rescue her and escape from here and bury her brother's corpse. They have to use the old, ramshackle African Queen, since he has blasting gelatine, cylinders of oxygen and hydrogen as new cargo. They have a dangerous and difficult escape route: They have to pass the large Central Africa lake at the end of the dang... ...erested in. Actually he is married, but this was a long time ago and so he don't care about it. But he is also an realist and he thinks about his actions. The marriage with Rose is not only a love-marriage, he realises that he has no job no money and no future without Rose.   Cecile Scott Forester - curriculum vitae - C.S. Forester was born in Cairo in 1899. His father was stationed there as a government official. He studied medicine at Guy's Hospital but he left Gey's without getting doctor's degree. From that moment he began to start he writing career. His first important success was the novel "Payment Deferred". In 1932 Forester was offered a Hollywood contract. Until 1939 he spent a lot of time in America. During the war he entered the Ministry of Information and later he went to the Royal Navy to collect materials for his book "The Ship". Then he made a voyage to the Bering Sea to gather material for a similar book on the United States Navy. During this trip he was stricken with Arteriosclerosis, a disease with left him crippled. But he continued to write and created his book "Captain Hornblower". He died in 1966.

Yeast Fermentation Rates

IB Biology Internal Assessment: Yeast Fermentation Rates Planning(a) Question- Growth: What is the effect on Yeast Growth/Expansion during fermentation when mixed in water of varying temperatures? Hypothesis- Temperatures above or below the recommended fermentation temperatures will contain less, or be void of growth, either due to inactivation or to yeast death. Variables- | | | | | | |Dependent Variables |Temp|Degrees F | |90 Degrees F-130 Degrees F | | | |erat| | | | | | |ure | | | | | | |of | | | | | | |wate| | | | | | |r. | | | | |Fermentation | |Hours | |Level of |Digital Timer| |time | | | |expansion | | | | | | |after other | | | | | | |variables | | |90 |75mL |75mL |75mL |N/A |N/A | |100 |105mL |75mL |N/A |N/A |N/A | |110 |85mL |75mL |75mL |N/A |N/A | |120 |125mL |75mL |N/A |N/A |N/A | |130 |75mL |75mL |N/A |N/A |N/A | Data Processing and Presentation- Overview- Yeast is a living substance. It is commonly used to rise bread, or to make alcohol, in a process known as Alcoholi c Fermentation in which it releases oxygen. Through my research, I learned that during fermentation, the temperature is a very important factor in yeast expansion, as under 100 degrees, the yeast may not activate, while high temperatures will effectively kill your yeast, rendering it useless. My Lab Experiment served to test the effect of temperature on yeast expansion during fermentation. Presentation- Temperature |Repeat | |Volume Change | |90 | |1 | |0mL | | | | |2 | |0mL | | | | |3 | |0mL | | | | |4 | |N/A | | | | |5 | |N/A | | |100 | |1 | |30mL | | | | |2 | |0mL | | | | |3 | |N/A | | | | |4 | |N/A | | | | |5 | |N/A | | |110 | |1 | |10mL | | | | |2 | |0mL | | | | |3 | |N/A | | | | |4 | |N/A | | | | |5 | |N/A | | |120 | |1 | |50mL | | | | |2 | |0mL | | | | |3 | |N/A | | | | |4 | |N/A | | | |5 | |N/A | | |130 | |1 | |0mL | | | | |2 | |0mL | | | | |3 | |N/A | | | | |4 | |N/A | | | | |5 | |N/A | | | | | | | | | Yeast Expansion Conclusion and Evaluation- Conclusion- As is shown by my data, after the first trial at each temperature, the yeast refused to rise. This is due to temperatures effect on yeast, as a living thing. After completing the first five trials and ending my experiment for the day, I placed the jar of active dry yeast in the fridge where, due to prolonged exposure to such low temperatures, the whole jar died. After frustratingly watching the next seven trials yield no rise in the yeast, I came to the realization that the cold of the fridge killed my yeast. This was just as much a surprise (as the jar said â€Å"refrigerate after opening†), as it was an interesting basis for my lab. Because my Lab was about Temperature’s effect on yeast expansion and growth, this death provides a good conclusion, as it shows that prolonged exposure to extreme cold(around 58 Degrees F in my fridge), effectively kills the yeast, just as exposure to extreme heat does. At the 90 Degrees of trial 1, the yeast simply was not activated, but at 130 degrees, it also didn’t activate. Because temperatures below 130(save 90) activated it, I assumed that this was the temperature that kills yeast, just as 58 Degrees does. Limitations of experimental design- Many aspects of my project did not work very well and could have been improved in order to make for a better experimental design. For instance, instead of simply placing the yeast in water, I could have made dough, and placed it in the oven at different temperatures, making for a much more stable environment and temperature. Also, completing all 25 trials would have yielded better results as to what temperature truly leads to the greatest expansion by the yeast during fermentation. ———————– [pic]

Presidential Commission for Education Reform (Pcer 2000)

PCER emerges with nine doable reform proposals After 13 grueling months of extensive review of past education studies and plans, specifically the EDCOM, the Medium Term Philippine Development Plan (MTPDP 1999-2004), Philippines Education Sector Study (1998) and `Education for All Assessments (EFA 2000), among others; marathon meetings and workshops; and consultations with key persons in the system, the Presidential Commission on Educational Reform (PCER) has identified nine (9) recommendations, seen as ripe for reform. The reform proposals were formulated based on the clustered priority areas of concern as specified in Executive Order 46 dated 07 December 1998, later on conflated into six (6), as follows: financing;†¦show more content†¦Review of enabling instruments and charters of PHEIs to address all technical inconsistencies and serve as basis for proposed legislation; f. Development of a model for the rationalization of PHEIs that accounts for best practices i n other countries; g. Formulation of a strategic action and investment plan for the restructuring of PHEIs; and h. Review of the PHEI system of governance and the re-engineering of the CHED into an authority for strategic development; of empowering CHED further. i. Supervision and monitoring of the proposed reorientation of the premises for financing higher education, as contained in the proposal following this one. 4. Introduce the proposed scheme for reorienting the premises for financing higher education as contained in the following proposal, including a fixed budget for personnel services and operating expenses from DBM, increasing the budget for student assistance from DBM, and schemes for increasing revenue, including the raising of tuition fees. Monitor, adjust and amend the scheme, learning from the experience of its implementation. 5. Finalize a rationalization plan for public higher education. Establish within it the guidelines for the creation, conversion, expansion, privatization, merging, or phasing out of State Universities and Colleges. 6. Submit plan and guidelines to the President and to Congress for appropriate executive and legislative action. 7. Upon approval ofShow MoreRelatedCurriculum Evaluation1985 Words   |  8 Pages2. 1959 Swanson Survey 3. 1969 Presidential Commission to Survey Philippine Education (PCSPE) 4. 1976 Survey of Outcomes of Elementary Education (SOUTELE) 5. 1982 Household and School Matching Survey 6. 1991 Congressional Commission on Education (EDCOM) 7. 1991 National Evaluation and Impact Study of PRODED MONROE SURVEY 1. Administrative organization and supervision 2. Elementary education 3. Secondary Education 4. Higher Education 5. Teacher education and training 6. Language of instruction