The service that we have chosen is the Tesco's HomePlus Subway Virtual Store. This concept appeared first in the subway of Seoul, in South Korea, in September 2010 . It was developed by Tesco, a distribution group mainly based in the United-Kingdom, Ireland and Asia .
The principle of this service is to enable busy people to shop in the subway while waiting for the train or on the way to their platform. There are virtual facings and people scan with their mobile phone the QR codes corresponding to the products they want. Then they pay and choose the forwarding address .
Tesco created this concept in order to overtake the number one company, Emart, and become first on the market without opening new stores. He adjusted to the local market. We have elaborated an outline of HomePlus Subway Virtual Store implantation in France, more especially in Paris.
Our concept is essentially for people whose haven't time to go shopping and to peoples whose take subway. So it's important to develop this idea in the big city like Paris or Marseille. But there is a service, which exists today, is the home delivery. This service exists for food, alcohol etc. It's important to consider this succeed threat for TESCO's project.
[...] Consequently, service users could use Tesco's concept to gain time during daytime to doing theirs shopping in subways stations. We could explain French market enter decision by an important demand and an easy implantation in rivalry less. The Tesco's Company service use QR code. We can see an important growth concerning QR code use. Compare to Japan or South Korean users of population daily use QR code), Frenchman has start using this new technology. But in 2005 France take the 5th place in world QR code users ranking. For example, a graph with QR code searching on Google. [...]
[...] Tesco: Homeplus subway virtual store Introduction I. Why internationalize Tesco's concept? II. Market entry strategy III. The marketing program IV. Implementing and coordinating the marketing program Conclusion Introduction The service that we have chosen is the Tesco's HomePlus Subway Virtual Store. This concept appeared first in the subway of Seoul, in South Korea, in September 2010. It was developed by Tesco, a distribution group mainly based in the United-Kingdom, Ireland and Asia. The principle of this service is to enable busy people to shop in the subway while waiting for the train or on the way to their platform. [...]
[...] The Mix Marketing : Implementing and coordinating the marketing program To introduce the new concept of virtual supermarket in France, it is essential to implement a marketing program : Communication campaign about the new concept (radio, newspapers, flyers, street marketing); Use partnerships with telephone companies to communicate about the event; Creation and implementation of each place of use information panels presenting the user manual (QR code, smartphone); The application will be downloadable for free during 3 months to create a buzz; To launch this new concept and attract a maximum of consumers, we voluntarily choose to implement the virtual supermarket in the cities of Paris, Marseille, Lille and Bordeaux (major French cities). Conclusion Tesco is the precursor in market supermarket virtual. This new concept requires the use of new technologies (smartphone) is therefore fits the theme of innovation. We have seen that it was important to adapt an appropriate strategy to implement this concept in the French market. Indeed, consumers appear stressed, anxious, wanting everything close to hand and quickly. The virtual supermarket has features that meet consumer expectations. [...]
[...] This service exists for food, alcohol etc. It's important to consider this succeed threat for TESCO's project. Intensity of competitive rivalry : TESCO is the leader on this market. But competitors have developed other concepts. For example, Auchan permits at their customers go shopping by Internet and at the end of the day to go to get their shopping, ready. Moreover Carrefour tries to develop TESCO concept in France at Lyon. But it's just a test. With these competitors, like Carrefour, which is the leader in France, TESCO must consider this threat. [...]
[...] Infrastructures: Tesco need to build warehouses next to the main cities where the virtual stores are located. This is necessary to satisfy the demand, especially concerning the quick deliveries and not to have articles out of stock. Products: We need to study the consumption patterns of French people. The limited number of articles in the store is also an important to care about. Dealing with the local suppliers is required to sell the best products. Delivery service: Our competitors have physical stores, or drive services, but they don't use any delivery service. [...]
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