Like Tesco and other retailers, Carrefour has been testing virtual stores (see photo) set up in busy areas where shoppers can buy items using a proprietary store app, and arrange for convenient delivery.
But Carrefour is also rethinking its global store network. It recently sold its stores in Colombia (to refocus on core markets) and withdrew from Singapore (because it couldn't compete effectively with local retailers). Of the 9,000 Carrefour stores, 5,000 are convenience stores, many operated by franchisees.
The uncertain economic climate throughout Europe is slowing purchases of non-essential nonfood merchandise. To regain sales momentum, Carrefour wants to expand its product mix in foods and carefully edit its nonfood selection. It's also allowing store managers more control over merchandise assortments and other decisions.
What's ahead for this €91.5 billion retailer?
