Tamer El-Arid
Marketing research
Introduction.
Methodology.
Finding.
Conclusion.
Recommendation.
Marketing research
Introduction
Active shopping concept developers
throughout the region, introduced
the hypermarket model to the
Middle East in 1995.
In the expansion of Carrefour across
the region currently there are 37
hypermarkets in the Middle East.
Carrefour Egypt started fully
functioning at the end of 2002.
Carrefour reputation has been built,
above all, on the quality and
freshness of the products, customer
service and competitive prices.
Carrefours own retail brands are a
significant medium for brand
differentiation and customer loyalty.
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Marketing research
Methodology
Problem definition:
Pressure of hypermarkets and
increase number of competitors
and increase its share, scope for
further growth of Carrefour in
Egypt is large.
Decision:
Expansion of Carrefour branches
all over Egypt to increase its
share, profit and brand image.
One approach to open MiniCarrefour outside Cairo.
Marketing research
Objectives
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Marketing research
Research design
Exploratory design:
The search began internally with
Carrefour.
have asked to allow us to consult
personnel who may have access to
records.
Gain access to (possibly indirectly)
internal reports on the domestic
marketplace; information on
distribution; correspondence with
customers at different regions; regional
buying patterns; any complaints.
inspect published research for any
indications of retail sales.
portfolio for advertising and promotional
materials used by the competition.
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Descriptive research
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Validation
Used a flexible and powerful data cleaning tool to check for any
data errors or any logical inconsistencies.
Validation question.
Sampling error.
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Findings
Results were obtained by questionnaire. We interviewed 40
respondents from different regions outside the Capitals (Cairo &
Alex). We put into mind the variation in the Age group and Gender.
Purchasing per month
37.5% of customer purchase once monthly.
22.5% do purchasing 3-6 time/week.
22.5%1-3 time per month.
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75% of customers in the sample buy all needs form the same
market.
25% of customers in the sample purchased their goods for
Spinnyes, 22.5% form Carrefour and 15% form Hyper and also
Superm arket prefer
Metro.
spinnyes
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Carrefour
10
Ragab sons
Abo khalifa
No
Hyper
Metro
Royal house
4
Amir
Amira market
Soedi
0
Mega
No
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Mercato
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Im p. pf purchase
40
16
35
14
30
12
20
V. imp.
Avilability
8
Price
Quality
15
10
Convenience
No
No
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Food fresh
10
Fair
No
No
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Conclusion
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SWOT Analysis
S
O
Branches all over Egypt.
Improve sales performance.
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T
Political and commercial issue in Egypt after
revolution.
Competitor power (Metro-Hyper-Spinnyes).
Power of buying after revolution
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PESTEL Analysis
Political:
After revolution Egypt in political issue due to not presence of
president or stable government and there is any clear position about
commercial and industrial view of Egypt.
Economical:
After revolution, Egypt pass through instability situation, increase in
inflation rate, decrease of economic growth.
Social:
Shopping in modern and clean supermarkets with a variety of
different products is becoming a lifestyle and leisure activity among
Egyptians.
Technological:
Improvements in technology will allow Carrefour to perform better
analysis of data related to existing and future customer bases.
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Marketing research
Environmental:
Egypts substantial population makes it the largest market in the
Arab world, with the population increasing from 78mn in 2009 to
an estimate of 84mn by 2014, and GDP per capita predicted to
rise by 72% reaching USD 4,201 by 2014.
Legal:
Egypt after revolution will support investment and businessmen
to increase their business and expansion in all sectors.
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Competitor analysis
Metro Supermarkets:
USD 110 million in sales across 40 stores with an average sales
area of 863 square meters.
Domestic chain owned by Mansour Group.
Mainly mini-markets in middle-income residential areas.
The company has introduced discount format at three stores
under the name Kheir Zaman.
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Marketing research
Spinneys:
USD 25 million in sales at one store of
9,000 square meters.
Gulf retailer is present in Cairos
CityStars modern shopping facility.
Plans further expansion in the country.
Alfa:
USD 17.6 million in sales across five
stores with an average sales area of
2,500 m2 .
Established Egyptian chain of
department stores with an aging profile.
HyperOne:
USD 17.6 million in sales at two stores
with an average sales area of 10,000
m2
Owned by Egyptian retailer El-Hawary.
More discount oriented than Carrefour,
targeting average and lower income.
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Marketing research
Segmentation
Geographic segmentation:
Egypt is divided into 27 governorates, Carrefour establish in two
governorates only (Cairo-Alex.).
Demographic segmentation:
Population growth rate: 1.96% (2011 est.)
Birth rate: 25.43 births/1,000 population (2010 est.)
0-14 years: 33% (male 13,308,407/female 12,711,900)
15-64 years: 62.7% (male 25,138,546/female 24,342,230)
65 years and over: 4.3% (male 1,546,774/female 1,818,778)
(2010 est.)
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Psychographic segmentation:
The average of Egyptian income 5400 USD /year.
2% of Egyptian earns 20000000 /year, ultra luxuries
enjoy money.
8% of Egyptian earns 2000000/ year,
30% of Egyptian earns 80-150000/ year, well educated
striving for growth and capitalism mentality.
20% of Egyptian earns 15-40000/ year ambitious but
only covering basics and social needs. Earn for good
future for their children.
40% of Egyptian earns 1-15000 /year focus on life
necessities.
Behavioral segmentation:
Egyptian behavior in last years changed toward buying
from hypermarkets.
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Recommendation
Targeting
Based on the previous segmentation, Mini-Carrefour target
market will be mostly all segments with focusing mainly on age
15-64. It will also target the Class A and B customers .. and class C
to smaller extent.
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Positioning
Positive is back an expression of the brands unshakeably
optimistic and committed state of mind. Its new stance is in line
with the current concerns of Egyptian citizens, who are seeking
simple, accessible solutions to improve their day-to-day lives..
High quality discount products, easier shopping, accessible
organic goods, new technologies, eco-friendly products ... these
are all examples of positive undertakings Mini-Carrefour intends
to reinforce as the Group evolves.
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4 ps
Place:
Based on our target, Mini-Carrefour will open in places where
theres high volume of customers. It should be almost near to
most population in the city for convenience.
Product:
Mini-Carrefour has to adapt its merchandise to the culture. For
example, certain food nuances had to be appreciated, such as the
sale of halal food that lacked pork. Second, Mini-Carrefour has to
adapt to Islamic cultural holidays like Ramadan and Eid, which
would build its peak sales. During these holidays, Mini-Carrefour
has to account for increased demand and plan its supply
accordingly to not disappoint shoppers. Third, operating hours in
Egypt had to accommodate Egypts workweek from Saturday to
Thursday, and the weekend which is mainly Friday.
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Marketing research
Promotion
Mini-Carrefour main promotional effort will be discounting
certain items. Also, we will handle local promotions, and
coordinate some of these regionally with its stores throughout the
Middle East. Promotions will be placed in print media and in-store,
to attract mall-walking traffic. Because Egypt is a society
emphasizing the importance of social relationship, Mini-Carrefour
could reasonably expect that consumers might discuss some of
the deals.
Price
Mini-Carrefours price position will be as a discounter, and will
use pricing as part of its promotional effort.
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