My own thesis Here you go Abstract This paper takes Carrefour large supermarket chain as the research object. On the basis of elaborating the emergence, characteristics, development history and development trend of large supermarkets at home and abroad, the article analyzes in detail the existing marketing environment of Carrefour large supermarket, including economic environment, political and legal environment and technological environment by using the basic theories of marketing, and carries out SWOT analysis on Carrefour large supermarket chain to make clear the strengths and weaknesses, opportunities and threats of Carrefour; determines the target market and market by using the STP theory to analyze the target market and market. Opportunities and threats; through the use of STP theory analysis to determine Carrefour's target market and market positioning, so as to analyze the marketing strategy of Carrefour's large supermarket chain. Finally, the article puts forward several suggestions for the further development of Carrefour, hoping to be a reference for the development of Carrefour Company, and also hoping to be beneficial to the healthy and rapid development of China's national retail industry. Keywords: Carrefour, large supermarket, marketing strategy Chapter 3 Carrefour Marketing Environment Analysis The marketing environment refers to the various external forces affecting the marketing activities of the enterprise, which is beyond the control of the enterprise, and it can bring opportunities as well as threats to the enterprise.3.1 Macro Environment Analysis 3.1.1 Economic Environment Analysis The economic environment refers to the social and economic conditions and their operation and development trends faced by the enterprise's operation. economic conditions and its operation and development trend. At the same time, the economic environment is also the most basic environment for the survival and development of enterprises, therefore, enterprises must analyze and study the economic environment in which they are located, make full use of the favorable factors in the economic environment, and avoid risks and threats. With the accelerating global economic integration and scientific and technological progress, China's retail industry presents a diversified development trend. According to the information of the first national economic census, at the end of 2004, China's retail industry*** had 353,000 legal person enterprises, of which 99.5% were domestic-funded enterprises and 0.5% were foreign-funded enterprises. From the point of view of operating modes, in the comprehensive retailing, department stores accounted for 39.3%, supermarkets accounted for 14.8%, and other comprehensive retailing accounted for 45.9%, which completely changed the situation of a relatively single mode of operation in the past, and formed a new pattern of competition and development of multi-level and open-ended modes of operation. The rapid development of various industries in China will continue to see new business opportunities and profit growth points. Retail industry is also bound to appear in this trend of a new round of rapid growth, and for foreign companies in which will be the rapid development of such a good situation, with their advanced management concepts and capital operation capabilities, to successfully open up new market space in the Chinese market is very likely. 3.1.2 Political and Legal Environment Analysis The political and legal environment refers to the enterprise marketing activities of the external political situation, conditions, and the state of the country. External political situation, conditions and changes in national policies and guidelines on marketing activities brought or likely to bring the impact. In any social system, enterprises are operating in a certain political and legal environment, and thus enterprise marketing activities are bound to be regulated, forced and constrained by political and legal factors. The large-scale application of modern science and technology in the operation and management of large supermarkets is conducive to the improvement of their competitive advantage. The modern retail industry application of high and new technology, mainly in the following areas:1. Information, communication, intelligence processing technology. The most important part is MIS, which is a computer-based system to improve the way of collecting and analyzing information, and its products are a series of computer-processed reports aimed at enabling the enterprise headquarters to find the answers to the problems immediately; 2. Mechatronics technology of logistics system. Modern distribution centers have modern sorting technology, transmission technology, stacking technology, forming a highly efficient combination of modern distribution technology; 3. Automatic sensing technology. Such as monitoring, camera, alarm system, generally applying the modern latest scientific and technological achievements; 3.2 Carrefour Internal Environment Analysis 3.2.1 Carrefour Introduction Founded in 1599, the French Carrefour Group is headquartered in the suburbs of Paris. After more than 40 years of development, it now has more than 9,500 supermarket chains distributed in 26 countries and regions in the world, with a total of more than 400,000 employees and annual sales exceeding 60 billion U.S. dollars. In the global retail industry, Carrefour ranks first in terms of internationalization and second in terms of comprehensive strength, and has become the world's second largest retailer after Wal-Mart. Carrefour's business philosophy is to provide consumers with all kinds of consumer goods needed in their daily lives at low prices, excellent customer service and a comfortable shopping environment. The mall provides a series of services such as self-service, free parking, low prices and high efficiency shopping. Moreover, its advanced business concepts such as "Happy Shopping Carrefour" and "One-stop Shopping" are also favored by consumers. Therefore, Carrefour's development and service is to better satisfy and respond to consumers' shopping needs, to benefit consumers, and to introduce its advanced business equipment and brand-new retail business concepts into the world, to actively improve people's consumption quality and living standard, to stimulate the consumption demand, and to promote and push forward the development of the local economy. 3.2.2 Carrefour's Development in China In 1995, Carrefour successfully opened the largest and most efficient shopping center in China. In 1995, Carrefour successfully opened the largest large-scale supermarket in China at that time, and Carrefour has been maintaining the leading position of foreign-funded retail enterprises in China, driving the development of China's modern retail industry. By 2003, Carrefour had opened more than 60 stores in 26 cities in China, employing more than 30,000 people. In addition, Carrefour has set up its Global Sourcing China headquarters in Shanghai and regional representative offices for global sourcing in 10 cities in China, specializing in sourcing local products for export to overseas chain stores. Carrefour China operates 95% of its merchandise from local sources.In 2004, Carrefour's purchasing exports amounted to 3.235 billion U.S. dollars. Carrefour not only contributes to the national and local economy in terms of tax payment, but also, after years of operation, has brought to China the skills and experience of modern large-scale supermarket operation and management, and modernized and localized its merchandise purchasing and management, marketing management, asset management, human resource development, financial management and other aspects, thus contributing to the development of the local economy in a positive way. At present, Carrefour's Chinese hypermarket managers above the level of general manager account for 40% of the total number of managers, and the proportion is increasing year by year. As a member of Chinese society, Carrefour also actively participates in community activities and public welfare undertakings, donating materials and funds to disaster-stricken areas, hope schools and social welfare organizations in various forms; actively participating in Beijing's Olympic bidding and other activities; supporting China's environmental protection cause, and actively promoting the construction of organic farms in China. Carrefour in China for two consecutive years to win the best foreign-funded enterprises in China "bright public welfare award gas. Chapter 4 Marketing Strategy Analysis of Carrefour Supermarket 4.1 SWOT Analysis of Carrefour Supermarket 4.1.1 Strengths Analysis 1. Carrefour has opened new stores as the first mover of large supermarket chains in many regions, and gained the benefit of being the first mover. As the initial participant in the market, the first mover can grasp more differentiation advantages and more opportunities compared to the latecomer. The size of the first mover tends to be larger than that of the latecomer, so that the first mover, through economies of scale, can gain superiority in the original price rate of goods and sales overhead.2. The entrepreneurial spirit of strategic conceptualization, superior political bargaining power and strategic position within Carrefour effectively utilized the expected purchasing volume generated by its monopoly position in the markets around the world and its position in the world's retailing industry, which led to a number of store Carrefour's super-large scale is one of the important features that distinguish it from the traditional retail industry, but Carrefour believes that large scale has its own advantages; large scale sales allow merchants to enjoy preferential price discounts from large scale purchasing, which reduces the cost of purchasing goods. 4. Carrefour's localization strategy is a strategy that breaks the centralized purchasing management system in order to occupy the Chinese market faster than other competitors. In order to occupy the Chinese market faster than other competitors, Carrefour breaks the conventional centralized purchasing management system and gives each store a part of power, so that each store has a part of the purchasing and sales system, so that the cost of logistics is very low, which has won the time for Carrefour to develop; 4.1.2 Analysis of the disadvantages 1.Quality management loopholes exist in today's society, the modern enterprise is no longer just a simple economic unit, but is in the middle of the huge network of the interconnection of many forces. Carrefour's "problematic pork chops", fake LV bags, fake Maotai wine in Hangzhou and other commodity quality problems have aroused widespread concern about the quality of commodities.2. Charging high entrance fees to suppliersCarrefour's entrance fee strategy, that is, Carrefour's claim that it "seeks benefits from upstream suppliers". Carrefour's strategy of charging high entry fees to suppliers is what Carrefour calls "asking for benefits from upstream suppliers. Usually, if a company wants to enter Carrefour's channel, it needs to pay six major types of fees, including special promotional activities, priority access to the store's top-selling locations, privileges to enter the store, priority access to a good marketing environment, holidays, and development of market share. It is projected that the various entry fees can reach up to about 36% of the supplier's realized turnover in Carrefour. Relying on such a supply strategy, Carrefour has been able to buy goods at the cheapest price all over the world and avoid the cost and risk of long-distance transportation. However, this strategy seems to be increasingly unworkable in China.4.1.3 Opportunity analysis Marketing opportunities exist in an area where a company can profitably satisfy the needs of its buyers, and they exist in many forms.1. China has significantly relaxed the restrictions on foreign investment in China, and in China's wholesale and retail industries, it has lifted the restriction on foreign capital on December 1, 2004, which eliminated the restrictions on the proportion of foreign investment, the number of stores set up, and the number of employees who may not be eligible for foreign investment. In China's wholesale and retail industry, the restriction on foreign investment has been lifted on December 1, 2004, and the restriction on the proportion of capital contribution, the number of stores and the area of stores has been lifted, which provides a favorable external environment for Carrefour's further development and expansion; 2. The increase of urban residents' income and expenditure on consumer goods has provided Carrefour with a possibility of development for its operation. However, in the long run, the consumption scale of urban residents in China will maintain the trend of growth, and the consumption structure of residents has been upgraded to the stage of developmental consumption, which has a lot of space for development. It is expected that the consumption demand of urban and rural residents will continue to grow in the next 20 years, and its contribution to the economy will still increase.4.2 STP Strategy Analysis STP strategy analysis (Segmentation, Targeting, and Positioning) was initially used in product marketing activities, and later expanded to many areas including the retail industry.STP strategy is an important part of the overall marketing activities of retailing companies. The STP strategy is an important part of a company's overall marketing campaign, and it is the specific positioning provided by the retail company that customers prefer. Retail companies have also gone through the process of communication positioning, product positioning, and then positioning of a combination of marketing elements. For many retail companies that fail to achieve a differentiation strategy, the simple conceptualization of positioning is one of the major reasons. Therefore, retail companies need to address the choice of positioning and how to realize it. The market positioning strategy of a retail company is very important. Unclear market positioning or lack of feasibility can cause the operation of retail stores to fall into chaos, thus affecting their market performance.4.2.1 Market Segmentation and Target Market Selection The target market of Carrefour's large-scale supermarkets is locked into the middle-class families in large and medium-sized cities. Carrefour pointed out in its analysis report that the consumption structure of the high-income class in China today is similar to that of France in the 1960s, and that the largest consumer group in China is the newborn middle class, numbering about 150 million people, with annual incomes of 1,500-3,000 U.S. dollars, who can easily accept new products, and this is the customer base for Carrefour's development. Most of the target customers of Carrefour hypermarkets are housewives who emphasize on the value of goods and services, and they are not only concerned about the price but also the performance-price ratio..." 4.2.2 Market Positioning The publicity slogan of Carrefour is "Happy Shopping Carrefour", and the business concepts are: one-time purchase, ultra-low price, fresh goods, optional shopping and free parking. The real comparative advantage of these five concepts is the collection of ultra-low prices and fresh goods, other factors are the same characteristics of large supermarkets ****, so this paper deduces that Carrefour to determine the positioning point is ultra-low prices and to allow customers to obtain greater value, to achieve the purpose of "happy shopping Carrefour". Chapter 5 Carrefour Marketing Mix Strategy Analysis 5.1 Product Strategy Analysis A product is anything that can be offered to the market to satisfy people's needs and desires, including tangible products and intangible services. This paper mainly studies and analyzes Carrefour's product strategy starting from tangible products.5.1.1 Product Mix Product mix is a set of products granted to buyers by a particular seller, which includes all product lines and product items. "One time purchase is one of the business concepts of Carrefour's large-scale supermarkets. Only efficient product combinations allow consumers to have a broader selection space and the possibility of "one time purchase". No matter in any branch of Carrefour, you can see a small set of food, leisure, entertainment, services, shopping as one of the business circle, fast food stores, barber stores, game arcades, and even gambling venues in foreign countries. At the same time, there are temporary child care centers, film processing stores, and a series of services such as bank deposits and credit card payments. At the same time, Carrefour also actively develops its own brand to enrich its product portfolio. Carrefour's own brand is a kind of product controlled by Carrefour itself from the whole process of design, development, raw material selection, processing, as well as distribution, mainly including food, groceries, general merchandise, and apparel, such as the four major categories of several hundred kinds of private labels. Carrefour Group has established a global purchasing network in order to provide consumers with high quality and low-priced goods. Carrefour Global Sourcing China Headquarters was officially settled in Shanghai on September 1, 2002. It is responsible for searching for competent suppliers in China, helping Chinese enterprises to develop products according to the international market demand and standards on the basis of mutual exchange of new technologies, market trends and business information, and promoting the incorporation of Chinese products into Carrefour's global sales network. Carrefour's sourcing business in China has grown rapidly over the past few years. With rich product knowledge, professional supply chain management experience and the latest international market information, Carrefour's sourcing experts active in China are able to find and cultivate Chinese suppliers with international competitiveness, and incorporate more and more "Made in China" products into Carrefour's large supermarkets around the world. 2. Carrefour's localization strategy When analyzing Carrefour's product strategy, it is impossible not to talk about its localization strategy. Whenever Carrefour enters a new place, the first thing it does is to carefully investigate what local products are sold in other stores and what products have a large circulation, and then go to negotiate with all kinds of suppliers to decide which products should appear in future Carrefour stores. The easiest and most effective way to do this is to source products from local organizations that are familiar to locals. Like Carrefour, keep the development of distribution centers a little behind the development of stores, so that the cost of distribution centers is always within the scope of the total store turnover can be absorbed, thus ensuring that the enterprise grows rapidly in profitability. Carrefour is in the number of stores developed to a certain stage, and then take the method of integrating the supplier logistics system to solve the problem of commodity distribution, to further save the operating costs.5.2 Price Strategy Analysis Price is an important factor affecting the consumer's purchasing behavior, and therefore, as one of the basic means of transaction between the large-scale supermarkets and the customers, the price of the commodities is directly related to the profit. Ultra-low price strategy has always been the treasure that Carrefour relies on to survive. Carrefour always has about 10% of low-priced goods, but these goods drive the sales of the other 90% of normal-priced goods. The reason why Carrefour can ensure the implementation of ultra-low price strategy is mainly due to the following reasons:1. Large-scale operationAs the founder of hypermarket format, Carrefour adopts the large-scale operation mode, the area of each hypermarket is more than 5000 square meters, and the items are more than 15,000 kinds, it is easy to reach the scale effect in this interval, and the pricing of its commodities with a high gross profit margin, which is between 14%-25%, so before reaching the gross profit margin, Carrefour will not be able to sell the goods with low price. Therefore, before reaching the gross profit margin, Carrefour's price reduction space is larger than other retailers in the same industry, which is the guarantee of Carrefour's low price strategy.2. Busy commercial environmentCarrefour's large-scale supermarkets are generally located in densely populated commercial areas with high consumption level of target customers, which provides sufficient space for its very low selling price strategy. 3. In order to realize the low price strategy, Carrefour tries to reduce the circulation links and lower the operation cost.4. Localized Purchasing Carrefour has always been inclined to localization when choosing commodities, and gives part of the power to the stores, and the commodities chosen will be adjusted according to the customs and habits and the differences in consumption psychology of different countries or regions. In this way, on the one hand, the commodities in the stores can better meet the needs of consumers, and at the same time, due to local procurement, the distribution can be realized by the suppliers, which saves the distribution and transportation costs, and ultimately lays a good foundation for the realization of the low-priced strategy.5.3 Analysis of the location strategy In choosing the location, Carrefour mainly takes the following factors into consideration: (a) the size of the population and the level of economic development of the local area Carrefour mainly opens large supermarkets in China. In order to ensure the throughput of large supermarkets, Carrefour firstly targets its development in large and medium-sized cities with high population density and strong consumption ability, while the rural areas are not in Carrefour's consideration scope at present. (ii) Competition in the surrounding area Carrefour knows the disadvantages of other stores clearly before opening, and finds out their shortcomings by scoring, such as whether the environment is clean, which kinds of products are more expensive, and how fresh the fresh products are, and then develops its own competition strategy based on this precise research.5.4 Analysis of promotion strategy 5.4.1 Carrefour's promotion methods Generally, it takes holidays as the main promotion, and daily promotion as the supplement. Carrefour's promotional methods are generally based on holiday promotions, supplemented by daily promotions to reflect the image of low prices. 1.Shelf stacking promotions. At the two ends of the normal shelves, there are M racks specially designed for the display of promotional products, and different promotional products are displayed in each period. There are four kinds of promotional piles: end shelves, ground piles, red house (normal shelves in the middle of the region) and regional centralized promotions; 2. Holiday promotions: usually to China's major holidays as the theme, such as: the Spring Festival, Labor Day, the Mid-Autumn Festival, the National Day and so on to hold large-scale promotional activities to select more than a hundred kinds of goods to do special prices to drive consumption; 3. Daily promotions: is a kind of auxiliary promotions to the daily daily Daily promotion: is an auxiliary promotional methods, to the daily unit, by date, time by reducing the price of a few single products to promote sales of goods, its flexible, fast, commodity changes, and easy to operate, has a strong attraction, easy to cultivate loyal consumers. For example: fresh commodities, due to its own sensitivity and closeness to daily life, it mostly adopts this method; 4. Central theme promotion: Carrefour often uses various holidays, different seasons or a certain event as the theme to carry out promotions; 5.4.2 Specific promotional content 1. "Stick" series of commodities: it is a series of commodities with the logo "Low price is stick", and it is a series of commodities with the logo "Low price is stick". "Low price is great" products, characterized by: a wide range of choices, ultra-low prices. Commodities with this logo effectively highlights the bottom line of the price of the goods on sale, the extremely high cost-effective for customers to enjoy more value for money, while the establishment of a low-priced image to play a role in the continuous consolidation. Since Carrefour launched the "stick" series of products, as soon as you walk into the Carrefour store, those red eye-catching or big or small "stick" cardboard has become a striking signboard for customers prepared by Carrefour; 2. private label goods: as the name suggests is "Carrefour brand, it is the perfect combination of high quality and low price. It is characterized by: high quality assurance, affordable value, abundant choices, quality control, and sincere cooperation. This kind of goods in the market is not comparable, the price is relatively low in the same kind of products, has a broader market and profit space, is Carrefour to create another low-priced "highlights"; 3. preferential activities of special commodities: is the Carrefour initiative to special price, the manufacturers of concessions on big discounts commodities, usually two ways to publicize the goods: a commodity preferential A greater range of goods, and often do "shock special" on weekends; another commodity is the supplier to support the stronger, "bundled" or "buy. Send." Another kind of goods is "bundling" or "buy. Conclusion This paper takes Carrefour large supermarket chain as the research object, and starts from the emergence, characteristics, development history and development trend of large supermarkets at home and abroad, and clarifies the main research objects and concepts. Through the application of basic marketing theories, the existing marketing environment of Carrefour large supermarket, including economic environment, political and legal environment and technological environment, is analyzed in detail, from which the opportunities and risks faced by the enterprise are found, and through the study of its internal conditions, the marketing strategies adopted by the enterprise are understood, and they are the important prerequisites and guarantees of good marketing work of the enterprise. Through SW0T analysis, this paper clearly concludes that Carrefour's strengths include large-scale operation, localization strategy, diversification of product range and good shopping environment; and Carrefour's weaknesses are the problems of its product management, resulting in the emergence of some defective products, which makes the consumers quite critical of it. Carrefour has been charging high entrance fees to suppliers for a long time, which makes suppliers suffer a lot. In the long run, Carrefour will lose a lot of consumers and suppliers, which is a problem to be solved by Carrefour at present. The opportunities faced by Carrefour are the rapid development of the domestic economy and retail industry, China's substantial relaxation of the limits of foreign capital to enter China in 2004, China's urban residents' income and increase in consumer spending, the above conditions for the development of Carrefour to provide a good external environment; while Carrefour is facing the threat is that with the liberalization of China's retail industry, a large number of large-scale foreign-funded supermarkets into China, which brings strong competition to Carrefour. Carrefour has brought strong competitors; and the long-term high entrance fee charged to suppliers also makes the relationship between Carrefour and suppliers tend to be tense, and there is a possibility of losing suppliers. Defining Carrefour's strengths and weaknesses, and the opportunities and threats it faces is conducive to determining the development direction and competitive advantages of the company. This paper analyzes the marketing mix strategy of Carrefour and thus concludes that Carrefour mainly adopts the product strategy of a wide variety of products, the price strategy of ultra-low selling price, the location strategy of choosing the location of urban commercial centers, and the promotional strategy of multiple varieties and multiple ways. Through the above analyzing process, this paper has a clearer analysis of Carrefour's marketing status quo, and hopes to benefit the development of Carrefour and the development of China's retail industry.