According to the women folk in France, E. LECLERC is a sign or symbol of markets reaching a stage of super activity and hyper activity. In this file, we will aim at presenting a strategic analysis of E. LECLERC. After a careful scrutiny of the footprints followed by E. LECLERC, we will study the environment of E. LECLERC. Finally, we will conclude by studying the current strategy adopted by the brand with some ideas which reflect on the future in terms of the vision and mission of E. LECLERC.
The whole system of E. LECLERC relies on a network of independent owners of one or more supermarkets and hypermarkets. In total, they have 460 to 561 stores (including 391 hypermarkets and 131 supermarkets). All are united into an association under the 1901 law called ACD Lec, founded in 1964 and chaired by Edouard Leclerc and his son Michel-Edouard Leclerc. The association makes major policy decisions, can manage common pricing policy, national communications and information technology.All contractors must manage their hypermarket according to the ethical and the founding principles of E. LECLERC
• offer competitive prices in the shops
• redistribute 25% of pretax profits to employees in stores
• sponsor applicants and show solidarity
• volunteer workforce to the joint movement
To give everyone the means to be competitive with market requirements, the Movement has developed common structures:
• A strategic focus, the ACDlec (Association of Distributors Centres E. Leclerc) responsible for setting education policy and ensure compliance by each center.
• A national referral center, Galec, and similar structures in Spain, Italy, Portugal and Poland
• The regional purchasing center
• Specialized subsidiaries by sector (travel, jewelry, culture, drugstore, beauty)
E. LECLERC, is an international network of hundreds of hypermarkets, close to their customers and offering the lowest prices.
Since the first store opened in Britain in 1949, the company has grown to 560 stores throughout France and abroad:
• 391 hypermarkets
• 131 supermarkets
• 39 stores
• 73 000 employees
In other countries E. Leclerc is the brand containing:
• 10 centers in Italy in alliance with the CONAD
• 8 centers in Poland
• 7 centers in Portugal
• 6 centers in Spain
• 1 center in Slovenia
Defend the purchasing power:
E. LECLERC campaigned for the questioning of the Galland law, which prohibits retailers since 1997 to pass on the selling price benefits and discounts negotiated with manufacturers.
Protecting the environment:
Aware of their responsibilities and the role they can play on the environment, E.LECLERC centers innovated and launched in 1996 a movement of environmental awareness around a slogan: "Together, we protect the environment. " This action has led centers including E. LECLERC to remove non-recyclable plastic bags from their coffers in 1995.
Key words: Case Study, Study of Leclerc, Strategic Analysis, Organization,Hypermarkets, Purchasing Power, Law Galland, Law Royer, Competition, Casino, System U, Carrefour, Auchan, Lidl, Discount, Margin, Business Portfolio, Strategy and Marketing
[...] Leclerc, http://fr.wikipedia.org/wiki/E.Leclerc Comparison site of E.LECLERC price http://www.quiestlemoinscher.com Website selling music I online. LECLERC, http://www.musicetmoi.com Note : Please note that these diagrams cannot be converted to English Schedule 1 entities E. Leclerc 1. Figure Entities of the sign E. Leclerc E. Leclerc abroad Figure The chain E. Leclerc abroad Appendix Market Shares of mass retailers 2. Figure Market share by half different labels (2000-2004) 3. Appendix 3 Competitive Analysis Figure Analysis of strategic groups Annex 4 of the 5 forces model Porter Figure Model of Porter environmental E . [...]
[...] Thus, the first expansion abroad dated early 90 or 20 years after Carrefour. Moreover franchisee structure makes it difficult the possibility of lifting the huge sums to finance an international expansion. Since 2000, E.LECLERC attempts to rectify the situation by signing alliances with groups of independent foreign traders. Thus, COOP (Switzerland) Colryut (Belgium), CONAD (Italy), and E.LECLERC REWE Group (Germany) created Coopernic the first alliance of independent European distributors. The goal of this alliance is the exchange of expertise, lower logistics costs and expanding their offering Proposed strategies Our strategic proposal for E.LECLERC group is to continue on the same principle while seeking to optimize costs and distribution processes. [...]
[...] Leclerc leads us to the Porter model of Appendix 5. It shows that competition among large groups is very strong, due to the nature of the customers. Providers themselves are to thank you for distributors, who will compete to themselves through private labels. The threat of new entrants is constrained by the laws regulating the introduction of supermarkets. The threat may come from the diversification of a group already present in the area, engaging in an emerging market, and local small organizations specializing in specific markets (eg organic supermarkets). [...]
[...] Leclerc centers to remove non-recyclable plastic bags to their coffers in 1995. Inform consumers In a generalized confusion about the quality and origin of products, facing the nebula prices and regulations, the context E. Leclerc Centers, will provide a clear and complete information to their customers. Get involved in local life This commitment is expressed in four ways : • E. Leclerc each design as a business center of the country • V aloriser regional expertise • Reinvigorate the regional economy • Participate in cultural and sporting dynamism of the region Promote fair trade E. [...]
[...] A main challenge is retention. In addition, the retail offerings are relatively similar in their content (same designer goods). In conclusion, be attractive to its customers is paramount in this industry, and it is also very important to keep it. Differentiation between major surfaces is low, it is interesting to develop a dot Risk of entry of new players Entry into the area requires a significant investment, indeed, the administrative difficulty of opening one supermarket, and the reigning competition are all obstacles to the installation. [...]
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