India is a new world power and its importance is steadily growing. The recognition was long in coming, but now everyone ranks this ancient British colony in the same place as China. India is intended to follow the same road.
At the same time, Decathlon, one of the leaders in the sector of distribution of sporting articles, occupies a market segment which is steadily increasing too.
The opportunity to be able to establish Decathlon in India follows an economic logic (market which rapidly growing, relocation towards Asia) and allows interaction between two different types of cultures: the Indian culture with its specificities and its management, and the European culture represented by Decathlon.
The problem posed is to understand which type of organization management and working style Decathlon should adopt to become established in India, and what recommendations this study can highlight?
[...] These differences faiths are often a source of tension, but the customs and the numerous religious holidays are shared by all, and enrich the Indian culture LANGUAGE The constitution of India recognizes twenty-two constitutional languages. There are many other regional languages and a large number of dialects. Hindi is the main language of of the population. There are mainly two families of languages: the indo-Aryan languages (family of the Indo-European languages) in the North, and the Dravidian languages in the South. [...]
[...] Decathlon in India: why not? 1. Presentation of Decathlon and its management 1.1 The GROUP Decathlon is a French group created in 1976, which specializes in the field of sports field, in the areas of: The conception and the creation of sporting articles The retail sale of sporting articles The group with a turnover of 3,4 billion Euros, stood out as the leader in the field of distribution of sporting articles in France, and is situated in the fourth position on the world market, with a market share of almost MARKET The brand possesses 375 shops in the world today and is present in 13 countries (Germany, Belgium, Brazil, China, Spain, France, Hungary, Italy, Netherlands, Poland, Portugal, Russia and in the United Kingdom). [...]
[...] The presence of the English language in India will facilitate an ease of communication for the group. Though English is the business language, we should not forget the cultural differences of language or religion within the company. The Indian company still remains largely hierarchical, and promotions often depend on age, which poses problems for young talent, whose only option is to change their company. But a change is now taking place, with younger CEOs, who have studied in England, the United States or in France, presenting a profile and methods of work that are similar to those of their western colleagues. [...]
[...] Decathlon will have to pay attention to the image of the women in India for the creation of these products. Thus Decathlon may safely try to establish itself in India. Indeed this country is not closed to changes. III. Recommendations for decathlon's establishment in India 1. Why is India an ideal destination for Decathlon? India pursues its economic ascent discreetly but certainly, which leads it to welcome investments from foreign companies, and to extend the value of its outside exchanges considerably. [...]
[...] Becoming an inescapable partner, India offers numerous trump cards and presents opportunities which we should not allow to pass What should Decathlon do to be successful in India? In order to be established in India, a market which can offer numerous opportunities, Decathlon must adapt itself to the Indian culture and its specificities in terms of management. Before giving in to the temptation of imposing a European model in the areas of marketing, management or strategy, Decathlon will have to adapt its management to the local specificities. [...]
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