Discover how Marcel Fournier's Carrefour revolutionized the retail industry by adopting a unique management model and adapting to the changing needs of consumers. Learn about the key differences between Carrefour and the American model, and how it paved the way for the hypermarket concept.
Extract
[...] The system is a success and leads to a turning point in 1960 with the opening in Paris of a 48m2 center. E. Leclerc offers this time a choice - albeit still limited - of consumer goods (essentially food) and well-known brands. The discount is a real success among a rural population that is essentially modest (like that of Finistère) as well as among an urban middle class (from the Parisian suburbs) in full growth who prefer to buy cheaper in order to be able to afford more things. [...]
[...] By recruiting many young people without qualifications, offering opportunities for professional advancement and maintaining the euphoric atmosphere of innovation and expansion, management has been able to accept very difficult working conditions that have never been questioned. ? A ruthless report with suppliers (you have to buy at the best price). Such a system led to the Dutreil law of 2005 to rebalance the relationships between large distribution and its suppliers by setting a minimum threshold. Carrefour offers an image of gigantism. Over time, the original formula - a large isolated establishment - has been relaxed to meet the needs of the customer. Thus, from the late 60s, the shopping galleries appear. [...]
[...] If Mammouth is a pioneer in 1967, Carrefour and Euromarché follow the trend from 1973. In parallel, Auchan is the origin of true commercial zones on the outskirts of cities, offering in addition to restaurant and leisure facilities, specialized surfaces, etc. The founder of Carrefour was inspired by the experiences of his predecessors while daring to take risks and innovate without fearing having excessive ambitions. However, today it is clear that the original model has become exhausted, forcing retailers to explore other modes of organization. [...]
[...] The decentralization of responsibilities and decisions: if the store manager has extensive responsibilities, each department manager also has a lot of responsibilities (purchases, stock, prices, team and operating account management). Thus, managers are judged on their performance, on the American model of 'up or out'. ? The goal being to sell in large quantities standard products to an undifferentiated consumer more concerned with low prices than with service and quality, it results in a depersonalization of commercial relationships. Marketing must, on the other hand, give the impression of a place of abundance in a festive atmosphere. ? [...]
[...] The countryside suffers from commercial overpopulation, while the Parisian suburbs lack commercial equipment. The French commerce system consists of selling little but cheap. Large department stores are only present in major cities, but their activity is limited. Branch store management then experienced a new start. It is defined by the control of deliveries and sales from a central warehouse and uniform prices across all branches. The branches are mainly located in municipalities of 1 500 to 5 000 inhabitants and are very powerful. [...]
