The Strategy Analysis Of E-MART Development In China

Since the1990s, with the continuous relaxation of the policy of the Chinesemainland to foreign retail bussiness, foreign retail chain business in Chinesemainland increasingly growth, and make Chinese economy and people s life styleprofoundly change. Until the end of2004, in accordance with the WTOcommitments, Chinese retail business all open to the foreign capital enterprise at alllevels in equity proportion, shops s location and shop s number. So far, Chineseretail business entered the new stage of comprehensive competition.The competition between Foreign retail chain business in Chinese mainlandand Chinese enterprises become one of common focus in academic and businesscommunity. The foreign retail tycoon competing to occupy China’s domestic market,the world s top100retailer such as Wal-Mart, Carrefour, metro, Auchan, Tesco, insum all about70%of them has been entered China mainland and achieve a lot indeal. At the same time, a large number of successful retailer group have emerged inChina mainland, such as the Bailian, Gome, Dashang, Wumart, etc.South Korea retail enterprise tycoon E-MART also entered into Chinese marketsince1997years. E-MART has totally set up27shops in China in2011, refer to theentering time, E-MART is almost at the same time with Carrefour, Wal-Mart all thiskind of large retailer enterprise, but compared with them, E-MART performedpoorly in Chinese retail industry, especially in the market share of performance isnot good. So what can account for the retailer tycoon of South Korea being notsucceed in the Chinese market? This article will develop this issue, and analyses theCarrefour, Wal-Mart’s business strategy and successful experience, follow theprinciples of micro and macro, help E-MART develop a feasible scheme to putforward and achieve its goals.