Entry Strategies of foreign firms- Essay Example

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Entry Strategies of foreign firms: The Case of Carrefour in Saudi Arabia

Executive Summary
There are a number of entry modes available to companies such as exporting through direct or indirect
channels, licensing and franchising, foreign direct investment (acquisitions and mergers, joint ventures, strategic
alliances etc.). However, the firm when going abroad must also see whether the foreign market where it intend to go
have potential to grow or not. This work aims at conducting an analysis of entry strategies used by Carrefour to enter
retail market of Saudi Arabia.
The research is based on interpretivism philosophy and was designed exploratively. The researcher has
used an inductive approach to reach the conclusion. The work is qualitative in nature and judgmental sampling was
practiced by the researcher to select a sample of 50 employees from the strategy department of Carrefour.
The study concludes that government and regulatory authorities of host country influence the entry mode
selection of Carrefour. Carrefour enters into only those markets in which the government policies are favourable to
the company. It generally avoids countries which create unnecessary issues while granting the license. Moreover,
strategic objective and availability and accessibility of resources are main firm specific factors that influence
Carrefour's decision in entering into the new market. The company expands its operations in those markets that
have profit potential and generate continuous retail demand. From the primary data it can be concluded that
promotion of export efforts of government is important home country specific factor considered by Carrefour in
selecting the mode of entry. Finally, before selecting an entry mode for entering into the foreign market, Carrefour
consider whether the company has experience of operating in the host nation or not.
CHAPTER ONE: INTRODUCTION
Introduction
When a firm goes international, there are three basic questions that are required to be addressed: What the
company is? Where it wants to go? How will it go there? The first question gives the idea of the firms values and its
core competencies. The second question shows the ambitions and direction of the company, particularly for the
foreign market where it intends to enter and expand business. The third question highlights the ways and strategies
adopted by the company to enter foreign markets. Jansson (2007) defines entry strategy as how companies get
access to new customers in new markets by marketing their products and services. According to author,
Internationalization strategy is how market of business is rapidly globalized by expansion of the company to the
growing number of nations (Jansson, 2007). This section of the dissertation provides a deep insight into entry
strategies that firms implement in order to expand their business in foreign countries. This chapter provides the brief
introduction of the subject under consideration and main themes that are adopted for the purpose of research. The
chapter begins with a short background of research area, then providing the problem statement that will guide the
entire research process. Subsequent to this, research aims and objectives are given, that will further help in carrying
out research in a systematic manner. Research questions that are intended to be solved through present research
are also stated in this chapter. Finally, the section ends by presenting the succinct outline of other chapters that are
be included in this dissertation.
Background of study
The business environment in todays world is experiencing significant changes such as increase in

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competition, advancement of technology and increasing globalization. This has provided many market opportunities
to business firms and therefore, influenced them to go international. In the past two decades, companies have
shifted their orientation from domestic to global and are using global marketing techniques to reach international
markets (Davis and et. al. 2000).
Different researchers discuss on a number of reasons on why firms intend to go abroad. Thomson and et.
al., (2005) mentioned four main reasons that motivates company to expand their business into foreign markets: (a),
gain access to a large number of new customers that further help company to generate more revenues; (b) lowers
cost and improving the competitive position of company in the market; (c) capitalizing on its organizational
capabilities as well as core competencies; (d) dispersing business across the wider market so that economic
slowdown cannot put the company at risk (Thomson and et. al., 2005). According to Couturier and Sola (2010), firms
desire to acquire resources that are more efficient than those in the domestic market, also motivates them to go
international. Album and Duerr (2008) add some more motivational factors that drive companies to pursue
international marketing: firstly, cost of R&D, which, for many products cannot be recovered unless they are sold
globally; secondly, the nations desire to improve its economic position.
The major business environment changes that drive rapid growth of global business are: advancement in
technology and great reduction in costs of communication, improvement of logistics and supply chain management,
development of diverse and sophisticated software applications that support the wide range of organizational
functions, entrepreneurial innovation, expansion of capital markets, increasing trend of strategic alliances and joint
ventures, etc. (Ellis, 2000).
Entry in foreign market most likely means being exposed to completely new business environment. The
usual business conditions might differ from domestic market and may even constitute higher level of socio-cultural
differences and trade barrier, that may prove to be complex to handle. If the firm lacks important resources and
organizational capabilities in unfamiliar foreign market, then it may become difficult to sustain in the market for long
periods. However, being aware of the potential of a target market is prerequisite for making a decision regarding
entry into foreign markets. Albaum and Duerr (2008) stated that, most firms have started buying, selling, competing
and/or working with business organization in other countries. The authors further assert that, from the customers
perspective, international sales and marketing provides a wide range of goods and services with better quality and
lower prices. A similar view is presented by Courturier and Sola (2010), who assert that, companies must develop
international in order to survive and sustain in the market. Nevertheless, it is crucial for these companies choosing a
suitable target market in order to expand their business network. There are a number of entry modes available to
companies such as exporting through direct or indirect channels, licensing and franchising, foreign direct investment
(acquisitions and mergers, joint ventures, strategic alliances, etc.). However, the firm, when going abroad, must also
see whether the foreign market where it intend to go have potential to grow or not.
Carrefour, in order to expand its business boundaries, entered into the market of SA. Initially, the company
faced stiff competition from the local players already existing in the retail market of Saudi Arabia (SA). Major among
those were the Lifco Group of Companies, Lulu Hypermarket of EMKE Group, and Fathima Group of Companies.
Among all, Lulu is the most popular retail store among the local society. At present, the economy of the country is
doing well as a result of which Lulu has come up with more than 80 stores at various locations (Barbra Dozier's
Blog, 2011). Market leaders like the EMKE group, are in a process to further expand the retail sector to next heights.
Apart from groceries, food, drinks and domestic products, these retail stores also sell various brands such as IKON.
The Fathima group came into existence in 1970 and offers wide range of products and services. The company
operates through retail outlets, hypermarket, supermarket, wholesale and distribution centres, cold stores and
restaurants (Barbra Dozier's Blog, 2011).
To conclude, it can be rightly said that todays world is highly dynamic and globalized, where consumer
anticipate a large variety of goods and services to select from, and competition in the market is rapidly increasing
due to continuous change in social and technological advancements. These trends are keeping the international

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marketing and internationalism, a hot subject among the companies strategic meetings. As a result, business
organizations are now looking for new and untapped potential customers for their product and services that further
aid them in generating higher revenue and growth prospects for their company.
1.2 Statement of the Problem
When a firm goes international, there are three basic questions that are required to be addressed: What the
company is? Where it wants to go? How will it go there?. The first question gives the idea of the firms values and its
core competencies. The second question shows the ambitions and direction of the company, particularly the foreign
market where it intends to enter and expand business. The third question highlights the ways and strategies
adopted by the company to enter foreign markets (Thomson, 2005).
Jasimuddin (1995) stated that, studying the culture of the host country is of paramount importance for
companies wanting to expand their network because cultural differences have direct influence on all business
operations (Jasimuddin, 1995). External business environment is not the only critical component to be examined
when establishing business in foreign markets, the potential of the target market in terms of growth and revenue
prospects is a major parameter for deciding whether to enter into that market or not. Additionally, identifying the
forces that drives competition in the target market is also one of the vital factors, as it helps in determining the
attractiveness of the market (Pietrzak and Klug, 2007).
In sum, the globalization and various technological developments have provided organizations an
opportunity to expand their operations and to benefit from emerging markets. However, it involves a greater degree
of risk as the business markets are volatile both in terms of economic and political instability of the countries. Thus,
it is crucial for the companies to evaluate what strategy they must adopt to enter into a new market. Several
research studies have been conducted with a view to identify the entry strategies that prove to be effective for firms,
different paths are available to the firms to enter into emerging markets (Limbersky, 2008). Some companies take
into consideration the gradual path, in which, as per the time and knowledge they enter into new market one by one,
while some companies avoid this strategy. The proposed work will handle Carrefour, a retail company, which is
involved in international markets and study its market entry strategy in Saudi Arabia. This area was chosen so as to
gain knowledge that how companies formulate their strategies for entering into a new market. It will also help in
understanding the parameters to be considered while devising the entry strategies.
1.3 Objectives of study
The main aim of this study is to conduct an analysis of entry strategies used by Carrefour to enter retail
market of Saudi Arabia. More specifically, this study includes gathering relevant data on factors that influences the
choice of entry strategies of foreign firms in Saudi Arabia, modes of entry and strategies used by Carrefour to enter
the retail sector of that country. Thus, the study also seeks to examine the challenges that the company faced while
entering the foreign market, and steps taken to address that challenge.
1.4 Research Questions
With a view to achieve the above mentioned aims and objectives, as well as to conduct the study in a
systematic manner, it is important to answer the research questions. Following are the main questions that will be
addressed by this study:
What factors influenced the choice of entry strategies of foreign firms in Saudi Arabia?
What entry strategies Carrefour adopted to enter into retail market of Saudi Arabia?
What challenges did the company face when entering Saudi Arabia?
What are the steps taken by the company to address the entry challenges?

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1.5 Brief Research Methodology

Research Philosophy: The proposed work is Interpretivism in nature since entry strategies differ from
country to country and company to company (Merriam, 2009).
Research Design: The present study is explorative in nature as the topic under study is relatively new
and nothing much has been done on entry strategy of Carrefour in Saudi Arab (Suri and Clarke, 2009).
Research Approach: The proposed work is based on an inductive approach as first the study focuses
on evaluating the market entry strategy of Carrefour in Saudi Arabia and then it generalizes the findings
(Mulder and et. al., 2000).
Research Type: The present work is qualitative in nature since all the data collected for this purpose are
qualitative (Babbie, 2010).
Sampling: Judgmental sampling technique is applied for selecting 50 employees of Carrefour from its
strategy department.
Data Collection: Both primary and secondary sources are referred for collecting primary and secondary
data. Secondary data are collected through books, journals, internet, etc. while Primary data are collected by
conducting interviews of 50 employees of Carrefour from its strategy department (Gibaldi, 2010).
Data Analysis: Qualitative tools are used for analysing the collected data (Gill and Johnson, 2002).
1.6 Dissertation Outline
The short summary of key chapters of research has been given as below:
Chapter 1: Introduction: This chapter provides an overview about the retail market of Saudi Arab and
market entry strategies practiced by the retailers. In addition to this, aim, objectives and research questions
are also discussed in this section. Finally, the chapter highlights the significance of the proposed work.
Chapter 2: Literature Review: In this chapter the researcher studies various literatures regarding
market entry strategies and model practiced by the companies. It provides deep insight about the area under
consideration. Further, this chapter helps the researcher in collecting secondary data.
Chapter 3: Research Methodology: This chapter is the core of the research process. This chapter
assists the researcher in designing entire research process for the study so that the work can be completed
effectively and efficiently.
Chapter 4: Data Analysis and Findings: In this section, the researcher discusses all the finding
devised from the analysis of the primary and secondary data.
Chapter 5: Conclusion and Recommendations: Final conclusion and recommendations are made in
this chapter by the researcher.
1.7 Significance of the work
Before entering into any foreign market, a company needs to formulate entry mode strategy to successfully
penetrate into the market. This work is an attempt to analyse the entry strategy adopted by Carrefour, while entering
into the retail market of the Kingdom. Thus, the present work has a lot of significance. Firstly, it is of high importance
to Carrefour to understand whether they have adopted a correct strategy or not to enter into SA. In addition to this,
this will also help them in formulating better strategies for entering into other countries. Through this study, not only
the other retail companies operating the outside the SA, but also various other companies other than retail sector will

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also be benefited. They can use this study to draft their entry mode strategy into SA. The present work is useful for
the theoretical purpose also. Students, scholars and professors can consult this work for their academic purpose.
Students can gain significant knowledge regarding entry mode strategies through this study. Apart from this,
scholars who want to pursue further studies in this field can refer this work as it will provide them a strong platform
for future research.
CHAPTER TWO: LITERATURE REVIEW
Introduction
In this part of the dissertation, the researcher presents various concepts and theories regarding entry
strategies, entry modes and internationalization. The main aim of this chapter is to gain deep insight regarding the
subject under consideration. For the purpose researcher has referred various secondary sources to collect
appropriate information so that researcher can draw valid and appropriate conclusion.
2.1 Market Entry Strategies
Different researchers have defined foreign market entry strategy, marketing strategy and internationalization
differently. Jansson (2007) defines entry strategy as how companies get access to new customers in new markets
by marketing their products and services. According to author, Internationalization strategy is how the market of
business is rapidly globalized by expansion of the company to the growing number of nations (Jansson, 2007). It
can be inferred from these two definitions that entry strategy is the initial stage in the process of entering new
markets, whereas internationalization is a long-term process that observes expansion of the company in a global
business context (Lee, Lim and Tan, 2000).
According to Jansson (2007), entry strategy constitutes four main factors, namely entry mode (that
determine whether the firm shall establish a company of its own, operate through a JV or export), entry node
(determine how shall a firm joins the local market), entry role (what commercial role the firm shall play in local
network i.e. manufacturer, buyer and/or seller) and entry process (determines how the firm shall develop a
relationship in local market). Albaum and Duerr (2008) presented a similar view, they stated that market entry
strategy consists of marketing plan and entry mode that defines the degree of control the company enjoy and its
commitment in the target market. Pan and Chi (1999) identified another aspect, i.e. time of entry, which is essential
to consider when entering an emerging market (Greco, Meyer and Streinriede, 2000).
Agarwal & Ramaswani (1992) have identified some other aspects of market entry strategies that are related
to entry mode - ownership and control. Over the last 10 years, significant emphasis has been laid on maintaining
business relationship through networking and strategic alliances and examining the business performance within
varied entry modes (Beilock, Wilkinson and Zlateva, 1998). A recent study conducted by Filatotchev (2007) indicates
that entry strategies are related to information, irregularities and substantial risks, particularly when companies
invest in emerging markets having less developed business infrastructures.
Luostarinen & Hellman (1993), conducted a research on small family firms in Finland and had a holistic view
towards the internationalization process. Unlike outward processes as per the traditional approach, they fortified the
notion of inward internationalization. According to them, for gaining internationalisation, companies must buy raw
materials, technology, components or goods through inward internationalization. Further, they proposed four stages
for internationalisation. These are: domestic stage, inward stage, outward stage and co-operation stage (Esperanca
and et al., 2006). Dunning (1988,1993) views on internationalization were based on the opportunities available in the
international market. He suggests, the focus of a company should be on OLI framework, that is, ownership, location
and advantages by internationalization. According to Dunning, a company will enter into that market where it can
utilize competitive advantages (Beilock, Wilkinson and Zlateva, 1998). Hill, Hwang & Kims (1990) feel that
companies entering into a foreign market must have some control over the activities. They further proposed that,
licensing requires minimum controlling while wholly owned subsidiaries require maximum controlling.

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Several theories have evolved explaining the reasons for the choice of entry strategies. One of the most
important is transaction cost theory.Beside this, resource advantage, international product life cycle, strategic
behaviour and network theories are also some well known concepts regarding entry strategies (Harzing, 2002).
Some of these focus on internal resources, management practices and risk tolerance of firms, whereas some focus
on external business environment factors as the deciding factor for internationalization. In the present dissertation,
no specific model has been used, instead the researcher has tried to focus on different aspects of all these theories
that are most relevant to present case (Pehrsson, 2009).
2.2 Foreign Entry Modes
Hill (2007) stated that there are three ways a business organization must consider if it intends to explore
overseas markets. These include decisions regarding what the foreign market to enter, timing of entry, and scale of
entry or strategic commitments. The author asserted that, if the company wants to expand its dealing to out of the
country markets; it must appraise the long-term yield prospective of the country. The long-run profits of operating
company in a unfamiliar marketplace mainly depends on market size as well as current and potential purchasing
power of the consumers in that market. However, in case of large markets, economic growth rate of the market and
living standard of the customers is also required to be considered.
Once the organization has selected an area to enter, the next step, the company needs to consider is time of
entry. If the company is first to enter into the market, then it has certain advantages such as brand of early entrant
will be well known and accepted by the market, as well, the first mover is able to capture a large share of market
demand. The company also has cost advantage which can be used to cut the price to eliminate competitors for
market. However, there are various disadvantages also, firstly, the pioneering costs are needed if the company is
first to enter that market. This means, the company has to pay much time, effort and expense to understand that
foreign market (Pehrsson, 2004).
Besides the above two basic decisions, the firm also needs to consider the scale of entry. A company can
penetrate a overseas market on a large scale; this needs a tactical assurance. For large scale entry, the firm has to
face first mover risks as well as inflexibility. On the contrary, when a company enters the market on a small scale,
the company needs more time to acquire market information and then to eliminate risks.
To a great extent performance of the company in foreign country depends on its market entry mode. The
choice of mode of entry that company selects in order to expand its business network in another nation is one of the
most critical decisions.
Root (1987) termed entry mode as an institutional arrangement that aid entrance of companys product,
competencies, technology and other organizational capital in a distant nation. Gatingnon and Anderson (1988)
defined entry mode as governance structure that enable the company to implement control over its business
actions in foreign country (Bretherton and Carswell, 2001).
As mentioned above, the transaction cost is one the most important theories that describe the choice of
mode of entry. This theory focuses on minimizing the costs by investing in varied markets, protecting assets, etc.
The theory is significant when deciding between internally producing in a firm or buying from a market. It
emphasises on make or buy decisions (Tielmann, 2010). Nevertheless, when a question is whether the firm should
set up production in foreign market or export there, myriads of factors are required to be considered. Erramilli and
et. al. (2002) further added that a company should select the mode of entry that can well reassign its capabilities or
resources from domestic nation operations to host nation operations without destroying their value (Wang and
Montaguti, 2002).
Some scholars stated that the growth rate of local industry is also one of the important factors on which
choice of entry mode depends. Bhaumik and Gelb (2005) argued that if an industry is growing at a fast pace and is
therefore changing rapidly, in that case, it may be important for firms to not to lose first-mover advantage to other

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competitors.
There are various international market entry modes that company can implement when entering into a new
market. Modes of entry vary in terms of degree of control the company has over resources, the transaction costs
associated with these resources, ease of knowledge transfer and enforceability of legal rights. Dunning (1993)
identified three factors that determine market entry modes; first is ownership advantages of company, the second is
a location advantage of the market and the third factor is internationalization advantage of integrating transaction
within a company (Taylor, Zou and Osland, 2000).
Below mentioned are some of international market entry strategies that are relevant for companies engaged in
retailing and are intending to enter foreign markets:
Exporting: When a company wants to involve in international retailing at lowest level, then exporting is
main choice. It is one of the easiest ways to reach the foreign market and has minimal impact on operations
of the firm. Exporting is classified into two categories: direct (every function is owned and controlled by the
firm itself) and indirect (some business functions involve intermediaries). From the companys perspective,
exporting requires low investment, increase production capacity, allow the company to achieve competitive
edge over rivals, and most importantly improves the financial position of the company. It also allows the firm
to uphold control over production function and reaching maximum consumers. On the contrary, exporting has
certain disadvantages; the company may lose market control and in some instances exporting may affect
financial performance of the company which can be caused by high tariff costs, transportation costs and
quotas. This type of entry mode is appropriate when a domestic country has cost advantage and there are
low entry barriers.
Licensing: Licensing is in use when a firm allows another firm to produce their product under that firms
name; it can be process technology transfer from home country to the host country. Licensing involves low
initial investment, easy access to the local market, avoidance of trade barriers and ease of understanding
local market needs. While on the other hand, licensing has some major drawbacks also; the company may
lack control over its operations and may also face difficulty in transferring knowledge. The company can
exercise this entry mode when it has a location advantage in the host country.
Joint venture: When a firm glues with other firm for similar interest and form a new business unit, then
Joint venture is in action. The main attribute of this strategy is that rights and control are collective. By forming
a joint venture with local partner, the company can enjoy varied advantages, such as, difference in language
and culture in the host country will not be a barrier for company to enter another market. Secondly, risks and
costs can be shared among partners. Moreover, a joint venture with local partner will allow the firm to have
land lease rights and exemption on certain taxes and duties. However, there are various disadvantages also;
the company may not enjoy tight control on its subsidiary. Additionally, shared ownership may also cause
disputes and conflicts among partners, which can affect business to a great extent.
Franchising: In this type of entry mode, the company gives franchiser the right to use its name to sell
the product. In context to the present case, the retailer can also provide the franchiser with technological
knowledge and training required to operate the business effectively. Doherty (2001) asserts that franchising is
one of the simplest ways to expand business networks. As far as disadvantages are concerned, under this
agreement, the company may not have much control over operations, and moreover, the potential revenue
will have to be divided among the partners (Doherty, 2001). It has been observed that most of business
organizations that are engaged in retail adopt franchise entry mode to enter in foreign market as it involve
lower costs and risks.
Wholly-owned subsidiary: Under this type of entry mode, the company wholly owns a business in
foreign markets, i.e. from production to ultimate selling, every business function takes place in a foreign
nation. Basically, there are two ways to establish subsidiary in foreign market. First is by acquiring an

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established local company in foreign nations and then to manufacture its own products in that company. The
other is by setting up a whole new operation in foreign nation, this is called Greenfield venture. Under this
entry mode, the company has tight control on every business operation and will thus not lose its technologies
to others. However, this type of entry mode requires huge investment and is relatively more risky than other
entry modes.
2.3 Factors influencing decisions of Entry Modes
Although a business unit may guarantee high growth, expansion or entry into a foreign market cannot be
productively achieved without having an economical place within the trade and commerce (Agarwal and
Ramaswami, 1992). For this reason, selection of mode of entry is essential, therefore, considered as crucial tactical
resolution. Choice of entering mode is influenced by various internal and external factors which are as discussed
below:
Company size and resources: Small-sized corporations have limited market service options as they have restricted
resources which may not permit any doorway. Establishing a wholly-owned subsidiary requires substantial
investment and involves high risks which a small company cannot afford (Koch, 2001). Size of company and its
organizational resources influences choice in the selection of entry strategy to a relatively great extent. According to
Root (1994), the more profuse a firms resources in technology, capital, management, production and marketing
skills, the more entry mode options are there.
Risk Attitude of management: The point to which a firm will admit company risks occurred from extension depends
on the firms fiscal position, competitiveness in the market, its strategic options, etc. The perception of risks
associated with a particular mode of entry may influence firms decision significantly (Koch, 2001). Wholly owned
subsidiary involves the highest level of risk due to heavy resources associated with such entry, whereas exporting is
less risky (Hollenson, 2001).
Home country factors: As per Root (1994), variables such as production, market and environmental factors
associated with home country also influences the firms alternative of entry mode. When the domestic market for the
firm is small, the company is forced to go international and motivate it to invest heavily to enter new markets.
Characteristics of the foreign nation's business environment: general business regulations, intensity of competition,
taste and preferences of consumers, buying patterns of consumers, business infrastructure and ancillary activities,
legislation and technological development are key variables that persuade the option of entry mode. In views of
Hollenson (2001), highly competitive business environment may influence firm to enter with mode of entry that
require less resources in order to shun redundant risks.
Market growth rate: It is considered to be of great implication. If a marketplace is budding at rapid pace, the firm will
be advised to capitalize this opportunity and use exporting. And if the demand for foreign goods is very large, then
the company can also establish its own marketing subsidiary.
Entry Barriers: There are several types of market barriers that make it tricky for overseas company to enter home
market. These barriers include tariff barriers, distribution access, governmental regulations, exit barriers, etc. These
factors tend to manipulate the alternative of entry mode of the business.
2.4 Retailer Internationalization
With the passage of time pace of globalization has quickened and so does the race of companies exploring the new
market. More and more companies, with the aim of generating higher and higher businesses are entering into some
of the emerging markets of the world such as India, Saudi Arabia, Brazil, China, etc. The main driving factor behind
this is that these emerging markets are too attractive to ignore and are highly promising markets. In addition to this,
these markets are still unexploited and thus offer lots of potential for all kinds of businesses. However, swiftest
actions by the companies do not guarantee success; rather it is the right moves at the right time that ensure success

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for the companies (Guisinger, 2001). For retail companies, location is one of the important parameters to be
considered while formulating its market entry strategy, but the most important is the timing of the entry. For example,
if a company enters a market where other companies have already entrenched business, in that case it is
considered as late entrant and hence may not enjoy any first-mover advantage. But if the company is early entrant,
in that case brand will be known and accepted by people much earlier, which in turn will enable the company to
capture market demand. In addition to this, the company also requires to have in-depth understanding of the market
in which it intends to enter. Studies have shown that International retailer has to pay much attention to the nature of
the market in which it intends to enter. A company needs to conduct extensive market research regarding local
culture, local customers buying pattern and behaviour, the local consumption situation, etc., as they may differ from
those of the home country. Subsequent paragraphs discuss the expansions of big business corporations which will
help in understanding about global retailing.
The globalization of contemporary retail continues to hasten up. In the last decade and a half, more than 50 retailers
have crossed their local business boundaries and have explored around 90 new markets. The year 2005 is
considered to be a milestone in this regards as in this year alone around 30 wave 2 companies entered into new
markets. Wave 2 companies are those companies which are regarded as supermarket and includes do-it-yourself
and apparel retailers. However, a sudden wave of globalization does not result in the success of most of these
retailers as in 2005 itself retailers left 17 of the world markets and in the succeeding year, another 19 markets were
evacuated by the retailers (A T Kearney, 2012). The main reason behind this was that retailers were struggling to
generate profits.
In this regards, A. T. Kearney is helping retail companies in devising their global development and market
entry strategies through Global Retail Development Index (GRDI). The index considers 30 top moist emerging
markets of the world and ranks them on more than 25 macroeconomic parameters and retail specific variables. A. T.
Kearney has done lots of research in this area and has found that emerging markets remain attractive and offer a
window of opportunity for an average of 5 to 10 years (Davis, Desai and Francis, 2000). Moreover, depending on the
region and time of entry of the company, certain retail formats works better than the others. And finally, modern retail
expansion adds to economic development and growth of the country.
After finding that European nations have become mature markets for the retailers, Asia has reclaimed as the
lead position. However, the Middle East has recorded highest retail sales growth rate globally followed by the United
Arab Emirates and Saudi Arabia ((Root, 1994)). The map below shows relative market attractiveness around the
world:

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Figure 1: Relative Market Attractiveness

Between 2001 and 2005, the retail sector of the Middle East countries grew by 30 per cent. This growth is
second in the world after Central and Eastern Europe, whose retail market grew by 41 per cent. This figure is well
above the growth rate in Asian retail market, which was recorded around 16 per cent (Limbersky, C. 2008). The
retail market of Latin America, Western Europe and the United State grew by 20 per cent, 16 per cent and 22 per
cent respectively. In addition to better market growth of retail sector, the Middle East countries have recorded the
uppermost escalation rates in shopper expenditure and a stumpy echelon of retail concentration. Take an example
of Saudi Arabia. In Saudi Arabia the top five retailers hold less than 11 per cent of retail sales (A T Kearney, 2012).
Because of this reason, more and more retailers of European nations are entering in the Middle East region
countries more particularly in Saudi Arabia, Kuwait and United Arab Emirates. Most of the entrants in this region are
non food retailers. Such retailers use low risk models by taking franchise of different brands and tries to gain a
foothold. Some of the retailers entered into this region in the past few years are Burberry, Paul Smith, Jimmy Choo,
Asprey and Emporio Armani. Louis Vuitton also is in the process to expand its presence in this region and Harvey
Nichols is also expected to enter soon in this attractive market. Us retailer GAP is also planning to enter in the five
regions of the Middle East by lunching both Gap and Banana Republic stores (Harzing, 2002).
The annual Gross Domestic Product (GDP) growth rate of United Arab Emirates is 7 per cent whereas, the
annual retail growth rate of is 11 per cent. The top retailer in this region is Carrefour followed by Consumer Co-op
UAE and Casino. The retail space in the country is going by 110 per cent. With the entry of Saudi Arab into the
World Trade Organization has resulted in better and easy investment rules. Now foreign countries can control up to
51 per cent shares of the local companies. Because of this the company has got a place in the list of top twenty
global retail development countries (A T Kearney, 2012). The countrys economic growth is quite healthy and steady
and in addition to this, there is a stumpy concentration of contemporary retailers (the top five hold just 11 percent).
Both the parameters reflect the tremendous potential in the retail market of Saudi Arabia. Since several malls have
come up in the city like Riyadh and other major cities, the growth of shopping centres and non food retailing is
around 100 per cent in the country. Carrefour has sensed the opportunity existing in this country and is planning to

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come up with 18 new stores through partnership with the local players. In addition to this, the retailer has adopted
several new strategies such as developing the new floor layout, launching game centres, etc. (Tielmann, 2010).
Management feels it will tremendously help the company in attracting more and more customers by providing a
whole new shopping experience. Another retail giant Casino is also planning to enter in the countrys retail sector
through its Giant store format. Since this market possesses lots of potential for the retail players, Carrefour has also
entered into the market and has further expanded its area of operations.
2.5 Overview of Saudi Arabia retail Market
The retail market of Saudi Arabia is, however small but per capita income is very substantial. At present,
Saudi Arabia and United Arab Emirates are considered as the largest and most attractive markets in terms of total
expenditure. The region continues to exhibit strong market presence, increasing population and GDP, more stable
political environment and enhance government spending.
Saudi Arabia is the ninth largest country by area in the world. The strategic geographic position of the
country enables it to import products from Asia, Europe and other nations. The kingdom has been ranked as the top
market for foreign retailers intending to expand their maker in the region. Over the past five years, the region has
experienced significant increase in retail floor space. Today, malls of Saudi Arabia are populated with a large
number of foreign stores ranging from Debenhams (UK departmental store) to Starbucks (US coffee house).
Many market studies have shown that consumers of Saudi Arabia are among the most eager consumers in
the world (Saudi Gazette, 2013). According to the IMF, over 81 percent population of Saudi Arabia is economically
strong and it further estimates it to increase to 83 percent by 2015. The population of the region is having high
exposure to global brands and are used to foreign product; this in turn facilitates global companies to establish their
products in Saudi Arabia. As well, the demands for global brands are getting impetus in domestic market. Many
brands from France, Canada and Germany are also experiencing high demand by Saudis. The shifting tastes of
consumers have motivated international retailers to expand their market in the region.
2.6 Company Background
Carrefour, French multinational retail is one of the largest hypermarket chains and fourth largest retail chain
across the world. The company's headquarters are located in Paris, France. Since its inception in 1959 the
company has expanded its business boundaries around the world. Carrefour has its chain all across the globe,
including Europe, China, Brazil, Argentina, U.A.E., Saudi Arabia, UK, etc. Carrefour has adopted multi-channel
approach in which physical as well as online stores interact with customers in order to meet their different needs
and demands.
Product Overview
Products are core business element for Carrefour. The company believes in providing customers with a
wide variety of products with better quality and at the lowest prices. To cater different needs of customers throughout
the world, the company refines its product range with a variety of fresh produce directly from suppliers, essential
non-food items, major brand products, day-to-day retail services as well as regional products. In all the stores,
Carrefour provides a broad selection of high-quality fresh produce in specially designed areas that make shopping
convenient. The company is engaged in partnership with more than 20,000 producers and farmers from the heart of
the regions in which company operates. Carrefour contributes significantly in enhancing the local economy and
protecting the local expertise, while offering customers with best quality products at reasonable prices (Working for
you, 2013).
The company has always given priority to locally produced goods. More than 75 percent of goods come from
local suppliers. It is also fostering enduring relationship with local firms and thereby developing a range of regional
products.

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With more than 10,100 stores in 35 nations, the company is a major player in international retailing.
Currently operating in France and other foreign countries, Carrefour relies on network of integrated and franchised
stores, along with stories that the company runs with local partners. The group focuses on developing a product
range specific to the region in which each store operates, customized to cater the taste and preferences of
customers (Overview, 2013). In such business environment the below discussed SWOT analysis will help in
determining the competitiveness of Carrefour to compete with local retail giants (Barbra Dozier's Blog, 2011).
SWOT of Carrefour:

One of the companys strength is its ability to provide its consumers a variety of store formats, from
convenience stores for daily shopping to hypermarket for major shopping. In different countries, the company
endeavours to create competitive advantage through carefully designed and measured investment.
The expansion of Carrefour also stems from a broad network of franchised stores. The company is engaged
in long-term partnership with its franchisee which in turn aid in contributing to market share gains. Integrated and
franchised stores share same business practices and values of commercial effectiveness (Working for you, 2013).
The group has also marked its presence in regions with high growth potential such as the Middle East, North
Africa etc, through long term partnership with local operators. The company developed its exclusive franchise
partnership with Majid Al Futtiam groups that further held strengthening its business operations in the Middle East

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and Central Asia networks. Additionally, the group has signed a memorandum of understanding with the CFAO
group in order to develop a Joint Venture that will aid in marking the presence of Carrefour in African countries
(Overview, 2013).
2.8 Challenges faced by Carrefour when entering foreign markets
Emerging markets such as Saudi Arabia, are seen as a good business region mainly because of its
increasing per capita income, growing taste of consumers towards Western goods, technological advancements etc.
However, there are certainchallenges which sometimes make it difficult for companies to operate smoothly in foreign
nations. In the context of retailing, when a company attempts to expand its network internationally, there are various
problems that can occur. According to Peng (2001), most companies fail to operate in foreign market due to lack of
market knowledge and inadequate adoption in management and marketing practices, while many companies
confront unfamiliar issues or condition in foreign nations. For example, lack of basic marketing infrastructure in
emerging markets, poorly developed channel of distribution, lack of proper communication channel, etc.
Furthermore, in many regions consumers are more loyal towards the local brands which in turn empower local
companies to dominate the market (A T Kearney, 2012).
One of the major problems faced by Carrefour, while entering into the Saudi Arabia market was difficulty in
finding local players who can share the burden of navigating complex local statues and pre operational regulations.
Moreover, the company needs to meet the health and local culture standards for getting product licensing. Another
challenge faced by the company was the cost associated with the establishment and infrastructure. It requires a
huge cost to set up an establishment that too at a foreign location. Apart from this, growing competition from other
retail players was another issue to deal with in the food segment. To overcome this, the company has to set its prices
very competitive and thus has to compromise with the profit levels. Although, Saudi Arabia and other Middle East
nations were not strategic location for Costco and Wal-Mart, many of the other European hypermarkets strategically
planned to enter into this sector. In addition to this, chronic inflation was another major challenge sensed by
Carrefour. In 2008, due to several reasons such as high liquidity, high demand, low supply, rapid growth and
currency peg to the declining US dollar, national inflation was 13 per cent in the Kingdom and as per the economist
the consumer price index was 20 per cent. Because of this company's staffing and inventory cost raised significantly,
thus eroding its revenue. Finally, political risk from Iraq, Iran, and from terrorism also acted as hurdles in the entry of
Carrefour in Saudi Arabia.
Nevertheless, global companies are making every possible effort to address the challenges and to mark their
presence in a foreign nation. For example, many multi-national companies are creating their own innovative
distribution channels and packaging process in order to eliminate the barriers. Companies are conducting extensive
market research with a view to understand taste and preferences of local consumers. Additionally, international firms
are forming partnerships with local players and are thus reaching to consumers (Koch, 2001).
CHAPTER THREE: RESEARCH METHODOLOGY
Introduction
To get a deep insight of the topic and to accumulates appropriate data regarding the various aspects of the
research work, researcher need to apply various approaches, tools and techniques. The research methodology
section is designed so as to specify all such approaches, tools and techniques applied by the researcher to reach to
certain conclusion.
3.1 An overview of Research Methodology
The simplest definition of a research process is systematic investigation performed by a scholar in order to
gain sufficient amount of knowledge on certain topic or to find the solution of some real life problem. In order to come
up with accurate facts and figures, it is essential to accumulate appropriate data as it will enhance the quality of the

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work (Bryman and Bell, 2007). To obtain valid, reliable and accurate conclusion of the work, it is essential for the
researcher to select the best approach from all the available approaches. Thus, it is required that before starting the
research process, scholar must gain enough knowledge regarding different methodologies (Kumar, 2005).
This section of the report deals with the theoretical presentation of the methodologies and approaches
applied by the researcher during the research process with appropriate logic behind it. Thus, the purpose of writing
this chapter is to gain an idea regarding the nature of data and information to be collected and to identify the sources
which are best suitable for collecting information and data. Moreover, this chapter also helps researcher to find the
solutions to his or her research questions.
3.2 Research Purpose
In general, there are four kinds of research type, these are exploratory, descriptive, explanatory and causal.
The main aim of causal type research is to determine the factors that are responsible for a particular kind of
behaviour. Thus, in this, cause and effect relationship is determined by the researcher. In case of descriptive
research, the researcher does not have any idea regarding the root cause of the problem, the researcher works on
the factual information only. In exploratory research, there is no much background information available to the
researcher as nothing much research has been done on the topic. Since there is very less secondary data available,
the researcher needs to collect data from interviews, surveys, experiments, etc. Lastly, in explanatory research type,
the researcher tries to explain certain phenomenon.
The present study will be explorative in nature since the topic under study is relatively new and nothing much
has been done on entry strategy of Carrefour in Saudi Arab (Suri and Clarke, 2009). This approach will aid in
obtaining an in-depth understanding of the particular situation.
3.3 Research design
Before proceeding with the research work, it is important for the researcher to design the entire process as a
well developed structure makes the entire work easy for the researcher. The research design deal with four aspects
of the research process, these are; finding solutions to research questions, determining the types of data required,
determining the sources of data best suitable for the work and tools and techniques for analyzing the collected data.
The importance of this methodology lies in the fact that on designing tells about the kind of data that will be required
for the completion of the research process. For this purpose a researcher can choose from various options such as
case study research, action research, cross-sectional, comparative and experimental. A researcher can adopt more
than one research design as per the demand of the topic.
In the present work, the researcher has adopted case study research design technique so as to gain ample
of knowledge regarding the subject. On the basis of this approach, the researcher will be able to collect factual data
and information regarding Carrefour and thus will help the scholar in reaching to a concrete conclusion. Further, with
the help of case study research design, researcher will be able to assess the foreign market entering strategies
adopted by the companies.
3.4 Research philosophy
For determining the background and nature of a research, it is necessary for a researcher to propose a
research philosophy. It gives clear cut idea regarding the technique that will be best suitable for attaining the aim and
objectives of the matter. Research philosophy deals with ideas, values, perceptions and beliefs of different people
towards a common situation. Thus, on the basis of these ideas and values, the researcher can draw accurate
inferences. As per Williams (2011), a researcher can select research philosophy on the basis of questions the
researcher needs to answer from the study. Thus, there are two common philosophies practiced in the real world,
there are philosophy of positivism and the philosophy of interpretivism, the interprevitism philosophy shows that
there can be n number of solutions to a given problem depending on the situation in which the problem exists. This

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philosophy is not scientific in nature and thus does not formulate theories and laws. On the other hand, the
philosophy of positivism is also know as scientific philosophy as it is based on facts and figures and states that for a
given problem, there can be only and only a single solution. The solution does not depend on the surrounding
situation. The interpretivism philosophy is applied on qualitative research with small sample size whereas,
positivism philosophy is applied on quantitative research with large sample size.it is the positivism philosophy which
is responsible for deriving laws and theories as it is purely based on facts and figures and does not make any
assumption.
The proposed work will be Interpretivism in nature since entry strategies differ from country to country and
company to company. Additionally, as the present study is qualitative in nature as well as sample size is also small;
therefore Interpretivism philosophy is deemed to be appropriate.
3.5 Research Type
The most common form of research type are Quantitative and Qualitative. When a researcher needs to
determine the 'how' and 'why' nature of research, qualitative research is applied. Through this kind of research, the
researcher can gain deep knowledge and understanding on the subject. Through this research type, the researcher
can examine the opinion and values and beliefs of human beings regarding the subject matter and on the basis of
that draws some conclusion. While in case of quantitative type of research, statistical tools and mathematical
formulas are applied on the quantitative data. It tells about the what and where of the subject under study.
In the proposed work, both quantitative and qualitative research types are applied. Qualitative methods
helped in analyzing the qualitative information. In addition to this, it will also aid in examining the views and opinions
of the employees of Carrefour regarding the entry strategies of the company to expand its business in foreign
market.
3.6 Research Approach
Two of the most popular research approaches are Inductive and Deductive. The inductive approach is a
bottom up approach in which the researcher does not have to look into existing theories or facts (Scandura and
Williams, 2000). On the contrary, deductive approach is top bottom approach in which in order to draw appropriate
conclusion regarding the subject matter, a researcher first needs to refer the existing facts and theories. The
proposed work will be based on an inductive approach since first the study will focus on evaluating the market entry
strategy of Carrefour in foreign nations and then will generalize the findings.
3.7 Data Collection Methods
Basically a researcher can collect data from either primary or secondary sources. For the purpose of the
present study, both primary as well as secondary sources have been used.
Primary Data
Primary data is that data which is fresh and has been collected for the first time by the researcher for the
current study. It is obtained as original information that is collected from data sources and is void of any kind of
interpretation. This type of data can be collected through various methods such as interviews, focus groups,
observation, surveys, etc. in the context of the present study, primary data have been collected by conducting
interviews with 50 employees of Carrefour from the strategy department.
Secondary Data
It is defined as data that has been collected, examined and assembled already by someone else and is
therefore also considered as second-hand information. This type of data can be collected from varied sources such
as online, published articles, journals, books, periodicals, government reports etc. It is easily available and

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accessible. For the purpose of the present research, a number of secondary sources has been used such as
companys annual reports, online articles related to company and marketing strategies, books and journals
concerning international entry strategies and modes, etc. The internet is one of the main sources that aided in
accumulating a large amount of secondary data concerning the subject.
3.8 Sampling technique
For the collection of primary information, the sample of 50 employees of Carrefour has been selected.
Sampling is basically of two types: probability and non-probability. Under probability sampling, each element has
equal chances of getting selected in the sample while under non-probability sampling technique; chances of
elements of getting selected in the sample are not equal. Probability sampling is further segmented into simple
random, cluster, stratified and multistage sampling, while Judgmental, snowball, convenience and quota sampling
are types of non-probability sampling. In the present dissertation, 50 employees of Carrefour have been selected
with the help of judgmental non-probabilistic sampling method.
3.9 Method of Data Analysis
Without analyzing the data properly, no researcher can reach to any conclusion. Thus, a researcher needs
to thoroughly analyse the data so that he or she can deduce something out from it. Based on the nature of data
collected, data analysis can be either qualitative or quantitative. (Saunders and et. al., 2009). In quantitative analysis,
quantitative data are collected and this it can be analysed through mathematical formulas or statistical techniques.
On the other hand, in case of qualitative analysis, thematic technique is applied.
3.10 Research Quality
Reliability
To make this work reliable and accurate, the researcher has conducted an interview with the managers of the
companies regarding market entry strategies used by companies to enter in foreign market. Apart from this, the
researcher has referred only trusted and reliable secondary sources for collected secondary data.
Validity
Reliability and validity, both are important measures to define the research quality. To maintain the validity of
the work, the researcher has tried to find out the solutions to some of the real life problems which were stated under
the research question section of the work.
3.11 Ethical Consideration
To maintain the ethical consideration, the researcher has took prior written permission from all the respondents. After
getting their consent, the researcher has conducted a debriefing session in order to convey the aim, objectives and
purpose of the work to the respondents. Further, the researcher has nor forced any participants to be the part of the
process and moreover, scholar does not reveal the identity of any of the respondents participated in the research
process. The participants were free to leave the process at any point of time they wish.
3.12 Limitations
The top most limitation of the work is collection of data. Since all the participants were holding major
positions in the companies, they cannot afford time for interviews. Thus, the researcher has to complete the
interview process as per the convenience of the participants and there are chances that the researcher may not
have been able to collect as much information as required. Another limitation of the work is its small sample size.
Due to limited time, researcher performed the research only on the 50 respondents.
CHAPTER 4 - DATA ANALYSIS AND FINDINGS

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4.1 Introduction
Data analysis and findings are the penultimate chapter in the research process and draws final outcomes of
the work. Thus, for a researcher this chapter holds lots of importance. As the name suggests, research means
search of information and data. Thus, a researcher needs to accumulate lots of data and information for successfully
conducting the research. The collected information or data can be either qualitative, quantitative or both and the
scholar needs to refine the information to analyse the content. Thus, through this section the researcher converts
the raw data into some meaningful information so that it can be presented to the readers. Moreover, a well
presented report is easily understandable by even a common man. For analysing the accumulated data, there are
several tools and techniques available to the researcher that assists him or her is extracting meaningful information
from the raw data.
The main objective of data analysis is to reach to certain conclusion of the study. If a researcher deal with
raw data, in that case it is not possible for him or her to reach to any authentic and reliable conclusion. Thus, to
overcome from this problem and to conclude the research effectively it is essential to include a data analysis chapter
as it represents internal facts and findings of the topic under research.
In the present work, the researcher has used both qualitative and quantitative techniques of data
analysis as the collected data is both in the form qualitative data and quantitative data. For the analysis of qualitative
data the researcher has applied qualitative technique of data analysis. More specifically, thematic analysis has been
practiced by the researcher on the collected data. In this the researcher has plot certain themes and graphs and on
the basis of that the researcher has made some conclusion. On the other hand, for analysing the quantitative data,
the researcher has used the MS Excel software. With the help of this statistical software, the researcher has plotted
some bar graphs and pie charts that have helped him or her in drawing valid conclusions.
4.2 Thematic Analysis
Theme 1: Carrefour operates in several countries
Started its operations from Paris, France, over the past 40 years the company has become one of the
leading distribution group of the world. It is the largest retail of Europe and is positioned in second place in the world
in the retail sector. Basically the company operates through four major formats; hypermarkets, supermarkets, hard
discount and convenience stores. Presently, there are around 15500 stores of the company located in various parts
of the world. The company entered into Brazil in 1975 and China in 1995 and is currently operating in three major
markets; Europe, Asia and Latin America. The company has its presence in more than 35 countries and 56 per cent
of the group's revenue is generated from outside France. As per the respondents, the organization sees great
potential in the future in countries such as Turkey, Poland, Indonesia, Brazil and China.
Theme 2: Most of the company's stores are located in Europe, US and Asia
In response to the question related to company's store locations, participants reported that the company has
strong presence in Europe, Latin America and Asia. This shows that the European retailer has a global presence as
56 per cent of the company's revenue is generated outside France. In Asia, China is the biggest hub for the country.
Initially, in China the organization faced stiff competition from the local players. Moreover, the government policies
were also not favouring the European Giant. However, gradually the company picked up and in the recent years the
company has done well in the Asian giant. On the other hand, Carrefour was not able to flourish its business in
India, an emerging economy and other Asian giant. Recently it has been heard that the company has brought down
the shutters to five of the company's stores in India. Still, the company is considered to have a fair amount of global
presence.
Theme 3: Market potential, and government and regulatory authorities are main country specific factors
influencing Carrefour's decision in entering into new markets

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Among all the listed factors, the majority of the participants said that market potential and government and
regulatory authorities play a huge role in deciding whether to enter into some country or not. The main aim of a
company is to make profit, thus before entering into any foreign market, managers analyse the growth factor of the
market. If the market shows lots of potential in the years to come, company formulates strategies to enter into that
market so that it can penetrate in a better manner. On the other hand, if the market looks attractive only for short
term and does not offer much for the company in the years to come, in that case companies generally put up their
money as in the coming years it will be a dead investment for them, affecting their profitability. In addition to this, if a
company wants to operate smoothly in any nation, it is essential to have a support from the government and higher
officials. The government policies are not supportive for the company, it is impossible for it to flourish in the market.
Thus, government and market potential are the main country specific factors that influence the Carrefour's decision
in entering into new markets.
The
above chart
clearly shows
that, 40
participants
said that
market must
show a lot of
potential for a
company to
make a
decision
regarding
entering into
that particular
market. Apart
from this, 38
participants
agreed that
government
policies and
rules and regulations are also considered by the company before deciding its entry into a new market. Some of the
participants also said market competitiveness is also an import factor in foreign market selection.
Theme 4: Profit potential and retail demand are main industry specific factors influencing Carrefour's
decision in entering into new markets
Every organization needs to study the industry specific factors in which the company is operating. In this
regards, participants involved in the survey agreed that profit potential and retail demand are important to be
considered before entering into foreign markets. Demand is the biggest factor considered by the companies. If there
will be huge demand for a particular product or service, any company offering that product or service will benefit from
it. On the other hand, if there is limited or no demand of the product or service in the market, it is not advisable for
the firm to enter into any market, either domestic or international. Similarly, for the growth of any organization, it is
essential that it makes the sizable amount of profit each year. If the company fails to make profits, it won't be able to
attain sustainability. Thus, according to respondents, retail demand and profit potential are two main industry
specific factors to be considered by Carrefour before entering into new markets.

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From
the above
plotted chart, it
can be seen
that 46
participants
have opted for
demand as
one of the
most crucial
factors for
selection and
entry in foreign
market. Next
in the ranking
is the profit. 44
participants
said that profit
is the most
important
factor for
selection and entry into foreign markets. Although, rivalry is also an important point to be considered before entering
into the market, but for giants like Carrefour it is not so threatening as they have all the resources to compete with
any competitor at any stage in any location. Thus, demand and profit potential are two main industry specific factors
considered by Carrefour before entering into new markets.
Theme 5: Strategic objective and availability and accessibility of resources are main firm specific factors
influencing Carrefour's decision in entering into new markets
The future of any firm depends largely on its strategic objectives and available resources. If a company
wants to go for expansion or diversification, it can be effectively achieved only when they have it as one of their
strategic objectives. If the company's objective is to penetrate deeper in the current market only, in that case if it
goes for foreign market, the company will fail. It is because it is not prepared for the expansion. Similarly, available
resources also help the company in determining whether to enter into new markets or not. A company without much
financial and diversified human resource won't be able to enter into foreign markets effectively. If a firm wants to
make its mark in the international market, it must have compatible human capital and adequate finance. Thus, as
per the respondents, strategic objectives of the firm and availability of resources plays a huge role in formulating
entry strategy.

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The bar
graph
shows that
39

respondents rated 5 for resources and 43 respondents rated 5 for objectives. This analysis shows that in case of
firm specific factors, strategic objectives of the firm and its available and potential resource capabilities plays a huge
role in determining whether the organization must enter into the foreign market or not. Next in the ranking was
competitiveness. Some of the respondents felt that a firm must be competitive enough otherwise it won't be able to
survive in international market. Thus, the analysis shows that strategic objectives and availability of resources are
two main firm specific factors considered by Carrefour before entering into new markets.
Theme 6: Franchising and sole venture are common entrance mode for Carrefour in foreign market
In the present business scenario, there are plenty of entry modes available to a firm to penetrate into the
foreign market. However, in case of Carrefour, the company generally practice franchising and sole venture.
Carrefour is interested in the franchise mode because in that it does not have to infuse any kind of equity. Moreover,
the entire ownership is with its partner and the company receives royalty against the use of its brand name.
According to respondents, the royalty fee is generally 1.5 to 2 per cent of the annual sales. In addition to this, if the
company goes for franchisee, it does not have to invest in infrastructure and management as the entire project is to
be developed and maintained by its partner. If the company does not go for franchisee model, in that case the
company operates through its independent cash and carry ventures which are established and controlled by the
Carrefour management only. This entry model is generally suitable for those locations where there are no
established players to handle its operation, or where there is a lot of potential and local players are not interested to
go for Carrefour franchisee. Participants said that both the models have proved successful for the company.

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Data
collected
from
participants
shows that
the majority
of the times
Carrefour
has gone
for a
franchise
model for
expanding
its business
in the
foreign
nation. 46
participants
said that
first choice of the company is to go for a franchise model with some local player. In case, if it is not possible for the
company to expand through franchisee model, then it goes for sole venture.
Theme 7: Government and regulatory authorities of host country influence the entry mode selection of
Carrefour
As said there are many modes available to a country for entering into a foreign market. For Carrefour, it is
the rules and regulations, and policies of government and local authorities of the foreign nation that critically
influence its decision regarding mode of entry in that particular nation. Participants said that Carrefour enters into
only those markets in which the government policies are favourable to the company. Companies such as Carrefour,
which offers both consumable and non-consumable goods, it is essential for such companies to get licenses and
approvals from the local bodies. Those countries which easily grant license based on its performance and brand,
the company is interested in expanding business in those countries. Carrefour generally avoids countries which
create unnecessary issues while granting the license.

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From the analysis of collecting data it has been found that among all the host country specific factors, it is
the government and local regulatory body whose rules and regulations significantly affects the choice of entry mode
of Carrefour. Next in the list is the economic risk. According to the respondents, in many cases economic risk also
governs the company's decision of choosing the mode of entry in foreign market.
Theme 8: Promotion of export efforts of government is crucial home country specific factor for selection of
entry mode
Home conditions do have their impact on the selection of entry mode and many times influences the decision
of a country. In case of Carrefour, from the survey, it was found that promotion of export efforts of government is
important home country specific factor for selecting the mode of entry. The majority of the respondents said that
among financial support of home bank and promotion of export efforts of government, the latter factor is important. It
is because, even if home banks do not grant loans to the company, Carrefour can apply to foreign banks and other
financial institutions for loan as its financial performance is very good. However, if the country's policies regarding
export do not support the company, it is very difficult for the company to expand its business boundaries.
Theme 9: Diplomatic relationship between two companies is crucial home and host country specific factor
for selection of entry mode
If a company wants to expand its market, it is essential for it to enter into new and foreign market. However,
entering into international market is not an easy job as it requires harmony between the nations. In case, if there is a
cold war between the governments of the two countries, there are very thin chances of any kind of trade activities
among the nations. On the other hand, if the two country shares a good rapport, it means indirectly they have good
trade relationships between them. In the survey, the majority of the participants agreed that it is the relationship
between the two nations that decides the mode of entry for Carrefour.
Theme 10: Market growth and intensity of competition drives selection of entry mode
The survey result shows that participants said that market growth and intensity of competition are two major
industry specific factors that also decide the mode of entering into foreign markets. Participants said that those

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markets which offer very high growth potentials, in that company generally prefers to operate through its own sole
venture. On the other hand, in those markets where the competition is high because of the presence of several
similar players, in that case company opts for franchisee model.
Theme 11: Host country experience is important firm specific factor for selection of entry mode
In response to firm specific factors influencing the mode of entry, participants said that the experience of the
host country is the most important. As per the participants, if the firm has experience about the host country in that
case it can determine the growth opportunity and the intensity of competition present in the country. Thus, if there is
high competition, in that case company can adopt franchisee model in which it gives its franchisee to some local
player. On the other hand, if the level of competition is low, there are few players in the market and the market offers
great potential, in that case company generally operates through its cash and carry stores. Thus, firm specific factor
does influence the selection of mode of entry.
Theme 12: Several reasons make Saudi Arabia attractive for Carrefour
As per the respondents, the first reason that made SA an attractive destination for retail industry was its
every growing economy. Since the economy was growing steadily, there was less unemployment, which in turn has
increased the average income of an individual. Increasing disposable income and better living conditions have a
positive effect on the retail industry of the county. Because of this, Saudi Arabia individuals were spending, higher on
their needs and wants. Apart from this, growing population was also beneficial for the retailing industry of the nation.
Purchasing power and standard of living has increased in the Kingdom, and due to this people were spending more
and more on acquiring luxury goods. Earlier those products which were assumed to be nonessential were now
gaining popularity and more and more people are buying those goods. All these reasons made Saudi Arabia an
attractive market for Carrefour.
Theme 13: Carrefour faced several challenges while entering into Saudi Arabia
From the survey, it was found that Carrefour's entry into the Saudi Arabian retail market was not easy and
the company has to face several challenges. One of the major problems faced by Carrefour, while entering into the
Saudi Arabia market was difficulty in finding local players who can share the burden of navigating complex local
statues and pre operational regulations. Moreover, the company needs to meet the health and local culture
standards for getting product licensing. Another challenge faced by the company was the cost associated with the
establishment and infrastructure. It requires a huge cost to set up an establishment that too at a foreign location.
Apart from this, growing competition from other retail players was another issue to deal with in the food segment. To
overcome this, the company has to set its prices very competitive and thus has to compromise with the profit levels.
Although, Saudi Arabia and other Middle East nations were not strategic location for Costco and Wal-Mart, many of
the other European hypermarkets strategically planned to enter into this sector. In addition to this, chronic inflation
was another major challenge sensed by Carrefour. Further, liquidity, high demand, low supply, rapid growth and
currency peg to the declining US dollar, national inflation was high (around 13 per cent) in the Kingdom and as per
the economist the consumer price index was very high (about 20 per cent). Because of this company's staffing and
inventory cost raised significantly, thus eroding its revenue. Finally, political risk from Iraq, Iran, and from terrorism
also acted as hurdles in the entry of Carrefour in Saudi Arabia.
Theme 14: Carrefour entered into SA through Majid Al Futtaim
In the survey respondents said that when first time Carrefour decided to enter into the market of Kingdom,
the company researched the retail market of Saudi Arabia and found that Majid Al Futtaim is well established player
in the country. Thus, instead of going for sole venture, the company decided to give its franchisee to Majid Al
Futtaim, this is because till that time Majid Al Futtaim had a wide presence in the market and was quite popular
among the local community. Thus, in 1995 the company gave its franchisee to it and they introduced the
hypermarket model in Saudi Arabia.

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CHAPTER 5 - CONCLUSION AND RECOMMENDATIONS

5.1: Conclusion
The present business environment is very volatile as increase in competition, advancement of technology
and increasing globalization have provided many market opportunities to business firms and therefore influenced
them to go international. In the past two decades, companies have shifted their orientation from domestic to global
and are using global marketing techniques to reach international markets. There are various factors that motivate
companies to expand their operations in the foreign land. Some of the factors are; to gain access to a large number
of new customers that further help company to generate more revenues; to lower costs and improving the
competitive position of company in the market; capitalizing on its organizational capabilities as well as core
competencies; dispersing business across the wider market so that economic slowdown cannot put the company at
risk, etc. Further, factors such as advancement in technology and great reduction in costs of communication,
improvement of logistics and supply chain management, development of diverse and sophisticated software
applications that support the wide range of organizational functions, entrepreneurial innovation, expansion of capital
markets, increasing trend of strategic alliances and joint ventures etc. are some of the drivers for the rapid growth of
the company in a global environment. Nevertheless, it is crucial for the companies to choose a suitable target
market in order to expand their business network.
Carrefour also sensed this opportunity and entered into the retail market of Saudi Arabia. Initially the
company faced stiff competition from the local players already existing in the retail market of SA such as the Lifco
Group of Companies, Lulu Hypermarket of EMKE Group, and Fathima Group of Companies.
From the literature, it is concluded that before entering into foreign markets, the company needs to consider
three factors. These include decisions regarding what the foreign market to enter, timing of entry, and scale of entry
or strategic commitments. From the study, it is also found that there are various entry modes available to a company
to enter into the foreign market. Some of the frequently practiced entry strategies are:
Licensing: Licensing is in use when a firm allows another firm to produce their product under that firms
name; it can be process technology transfer from home country to the host country. Licensing involves low
initial investment, easy access to the local market, avoidance of trade barriers and ease of understanding
local market needs. The company can exercise this entry mode when it has a location advantage in the host
country.
Exporting: When a company wants to involve in international retailing at lowest level, then exporting is
main choice. Exporting is classified into two categories: direct (every function is owned and controlled by the
firm itself) and indirect (some business functions involve intermediaries). From the companys perspective,
exporting requires low investment, increase production capacity, allow the company to achieve competitive
edge over rivals, and most importantly improves the financial position of the company. It also allows the firm
to maintain control over production function and reaching maximum consumers.
Franchising: In this type of entry mode, the company gives franchiser the right to use its name to sell
the product. In context to the present case, the retailer can also provide the franchiser with technological
knowledge and training required to operate the business effectively.
Joint venture: When a firm joins another firm for common interest and form a new business unit, then
Joint venture is in action. The main attribute of Joint venture is that ownership and control are shared. By
forming a joint venture with local partner, the company can enjoy varied advantages, such as, difference in
language and culture in the host country will not be a barrier for the company to enter another market.
Secondly, risks and costs can be shared among partners. Moreover, a joint venture with local partner will
allow the firm to have land lease rights and exemption on certain taxes and duties.

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Wholly-owned subsidiary: Under this type of entry mode, the company wholly owns a business in
foreign markets, i.e. from production to ultimate selling, every business function takes place in a foreign
nation. However, this type of entry mode requires huge investment and is relatively more risky than other
entry modes.
Finally, before entering into any market, the company has to analyse various internal and external factors.
These factors are the size of the company and the resources used by it, risk attitude of management, home country
factors, characteristics of the foreign nation's business environment, entry barriers and market growth rate.
The literature shows that Carrefour decided to enter into the Saudi Arabia retail market because between
2001 and 2005, the retail sector of the Middle East countries grew by 30 per cent. This growth is second in the world
after Central and Eastern Europe, whose retail market grew by 41 per cent. In addition to better market growth of
retail sector, the Middle East countries have recorded the highest growth rates in consumer spending and a low
level of retail concentration. Further, over 81 percent population of Saudi Arabia is economically strong and it further
estimates it to increase to 83 percent by 2015. The population of the region is having high exposure to global brands
and are used to foreign product; this in turn facilitates global companies to establish their products in Saudi Arabia.
As well, the demands for global brands are getting impetus in domestic market. Many brands from France, Canada
and Germany are also experiencing high demand by Saudis. The shifting tastes of consumers have motivated
international retailers to expand their market in the region. Because of this reason, more and more retailers of
European nations are entering in the Middle East region countries more particularly in Saudi Arabia, Kuwait and
United Arab Emirates. Most of the entrants in this region are non food retailers. Such retailers use low risk models
by taking franchise of different brands and tries to gain a foothold. Some of the retailers entered into this region in
the past few years are Burberry, Paul Smith, Jimmy Choo, Asprey and Emporio Armani. Louis Vuitton also is in the
process to expand its presence in this region and Harvey Nichols is also expected to enter soon in this attractive
market. Us retailer GAP is also planning to enter in the five regions of the Middle East by lunching both Gap and
Banana Republic stores. To enter into the Saudi Arabian retail market, Carrefour developed its exclusive franchise
partnership with Majid Al Futtiam groups that further held strengthening its business operations in the Middle East.
The literature shows that although the retail market of Saudi Arabia was very attractive for Carrfour to start its
operations in this Gulf nation, yet the company had to face stiff competition from the local players and apart from this
the Carrefour faced various challenges. First problem faced by Carrefour was difficulty in finding local players who
can share the burden of navigating complex local statues and pre operational regulations. Moreover, the company
needs to meet the health and local culture standards for getting product licensing. Another challenge faced by the
company was the cost associated with the establishment and infrastructure. Apart from this, growing competition
from other retail players was another issue to deal with in the food segment. Further, chronic inflation was another
major challenge sensed by Carrefour. Finally, political risk from Iraq, Iran, and from terrorism also acted as hurdles
in the entry of Carrefour in Saudi Arabia. Thus, after studying the challenges and opportunities in the retail market of
Saudi Arabia, it can be concluded that Carrefour did well to establish in the foreign market. Its strategy of
partnership with the Majid Al Futtiam groups provided an edge to the company to penetrate deeper in the retail
market of Saudi Arabia. Further, the study also concludes that government and regulatory authorities of host country
influence the entry mode selection of Carrefour. Carrefour enters into only those markets in which the government
policies are favourable to the company. It generally avoids countries which create unnecessary issues while
granting the license. Moreover, strategic objective and availability and accessibility of resources are main firm
specific factors that influence Carrefour's decision in entering into the new market. The company expands its
operations in those markets that have profit potential and generate continuous retail demand. From the primary data
it can be concluded that promotion of export efforts of government is important home country specific factor
considered by Carrefour in selecting the mode of entry. Finally, before selecting an entry mode for entering into the
foreign market, Carrefour consider whether the company has experience of operating in the host nation or not.
Thus, Carrefour adopted correct strategy for entering into the retail market of Saudi Arabia and as a result the
company is operating successfully in the Saudi Arabia retail market.

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5.2: Recommendations
Following are the recommendations for the Carrefour that will help it in operating successfully in the Saudi Arabia
retail market:
1: Improve Customer Service: In order to achieve long term loyalty of Saudi customers, Carrefour must offer
consistent and reliable customer service. If Carrefour will respond to the needs of the customer in timely, courteous
and knowledgeable manner, it will ensure sustainability and the company will earn the trust, if the people. In this
regards, company must hire the services of human capital analyst so that they can employ right person having
correct skill set for best outcomes.
2: Leverage Payroll Spend: Another thing Carrefour must focus on is the cost. For operating successfully the retail
market of the Kingdom, the company must try to keep the costs down. The company must streamline its processes,
improve labour spend distribution and consolidate its system so that it can save on costs.
3: Address the Retail Paradox: Everybody knows that high class service with low cost are contradict to each other
as to deliver finest customer service, the company needs to spend huge amount of money. Thus, if the firm decides
to trim its budget, it will be difficult for it to provide better customer service. Thus, Carrefour should not kid
themselves. Carrefour must practice workforce management to overcome from this situation.
4: Reduce Turn: One of the major concerns for Carrefour is employee turnover. If the workers keep on leaving to
pursue other opportunities, it is impossible for Carrefour to get best out of them. Thus, it must try to engage the
employees as much as possible so that it can save on both time and money.Further, employees will also get
motivated and will remain loyal towards the company and as a result, it will enhance both, customer and employee
experience.
5: Comply with Labour Law: Lastly, but most importantly Carrefour must comply with the labour law of Saudi
Arabia. While employing teenagers, it must comply with the Child labour law. For this purpose, it must make use of
human capital analyst so as to ensure they are following all the laws related to workforce decisions.

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