국제경영 중국 이마트 경영전략

국제경영 중국 이마트 경영전략 [국제경영] 중국 이마트 경영전략.pptx 목차 1.Introduction 2.Industry Trends 3.E-martanalysis 4.Foregin Market entry process 5.Hypermarkets in China 6.Failures In China 7.Conclusion 8.References 본문 3 E-mart Analysis 1.30%Annual Sales growth of first half of growth is more than 30% until befor/after 2002 2. Sales growth fell to about 10% of annual average in 2003~2007, Butreached height rising Operating margin to 8% After 2008, Growth through launching new business lowered to less than 10%, so E-mart turned attention to overseas market and M&A(wall mart Kores) 1.Competition of domestic hyper markets market is intensifying. But decline phenomenon in Market share of E-mart doesn’t appear 2. Operater Losing market share in industry is other operater exceptE-mart, Home plus and Lotte mart and their market share is estimated to be down 9% 3. Market dominance of E-mart in domestic market will not be weakend through considering current trends and future opening plan in total 4 Foregin market entry process Blue ocean China more than 150 new store is expected to open each year More than 150 new store is expected to open each year in China Foregin outlet, Carrefour, Wal-mart, Tesco ,was entering China marketsecuring share up to 90% However, there were many company experienced deterioration in business due to unreasonable opening. For example, China Tenzin No.1 outlet, Zia tsuziae, put the store due to deterioration in business and Lotus experienced situation to need to stop new store opening Slow growth in domestic market Market increased sharply after IMF, Congestion in local business zone Deepening of price competitivenessaround Congestion region Slow growth of business of department store China’s rapid growth through market opening Foregin funded enterprise check & price competitiveness securing Capital and global distribution network of foregin company The potentional to threaten the market position of E-mart is high Preparation against low price of foreign company in mutinational goods sourcing Competition with global company, Carrefour, Wal-mart, which have Tremendous financial resources Advance to China market using mid-and premium-priced strategics Low prive competitiveness of E-mart compared to competitors Fancy E-mart’sstrategy likedepartment store Failed to tempt Chinese consumers emphasizing practicality 본문내용 5 Failures In China 6 Conclusion 7 4 타겟분석 3 E-mart analysis 3 타겟분석 8 Foregin Market entry process References 1 Introduction Company name eㆍmart Co.Ltd Ceo 최병렬 Established 1993. 11 Capital Before division Shinsegae 94.3 billion After division Shinsegae (Department store) 24.6 billion E-mart 69.7 billion won Status Store Korea 137 store China 16 store Logistics Center 5 center (Yong in/Gwang ju/D 참고문헌 1.중국 이마트 홈페이지(www.e-mart.com.cn) 2.한화증권 리서치센터 ‘한국 유통의 메가 트렌드를 잡아라’ 3.삼성증권 2011. 10. 11 이마트 분석 보고서 4.주간무역 기사 2012.02.24 ‘중국 마트의 1인자, 따룬파’ 5.아주경제 기사 2011.07.11 ‘이마트 중국진출 실패가 주는 교훈은’ 6.이데일리 기사 2012.03.29 ‘흙 묻은 채 그대로 진열매출 껑충’ 7.연합뉴스 기사 2011.08.16 구조조정 중국 이마트, 베이징 양차오점 가보니 8.신세계 상업사 박물관 Q&A- 이마트의 성장과 발전 그리고 이마트의 중국 진출 현황 9. 신세계 윤리경영 홈페이지(http://ethics.shinsegae.com)