This case illustrates the challenges that retailers face when they aggressively pursue geographical growth by expanding both their physical store network and their online presence. It features Majid Al Futtaim (MAF) Retail, a franchisee of Carrefour hypermarkets in the Middle East, Africa, and Asia, a company that strived to strike the right balance of offline and online for each of the markets it served. MAF Retail had a strong presence in the Middle East, particularly in its home market, the United Arab Emirates, and it had been building its presence in Egypt, Pakistan, Kenya, Georgia, and most recently in Uganda. There were also opportunities to open hundreds more stores in each of these markets and expand into 15 other countries in Asia and Africa where it had a license. But the retail environment was changing across the globe, owing to a shift in consumer behaviors that accompanied the rise of the online-only players. CEO Hani Weiss had been driving a digital transformation within the company, building the necessary technology and online capabilities to provide a seamless experience to its customers. The company also partnered with online-only players to increase its reach to customers in countries where MAF Retail had a presence and to provide an online offer to customers where it had no online store. Going forward, Weiss faced hard choices in deciding which markets to prioritize. He also had to determine the right balance of offline and online for each market. Should he invest his resources in opening new stores, or in building online capabilities-or both? How would his strategy differ in the key markets?

【書誌情報】

ページ数：28ページ

サイズ：A4

商品番号：HBSP-720482

発行日：2020/6/24

登録日：2020/9/10