In 1961 Gerard MULLIEZ founded his first supermarket in the Hauts-Champs of the city of Roubaix. It was not until 6 years later that G. MULLIEZ opened his first hypermarket in Tourcoing. From there, the group's growth has continued to progress. This was followed by the opening of its first shopping center in the north, which was the stronghold of the group Auchan.
Ten years after opening its first store in the chain of distribution, Gerard MULLIEZ's successful enlargement on the national level took place with a large number of new openings per year.
Twenty years later Auchan sought to penetrate the European market for retail. It thus established itself in Spain under the brand Alcampo. Today, the group Auchan is of considerable size. It is present in 12 countries and employs more than 140,000 employees and a turnover of 37.5 billion Euros. One may ask what the determinants of such rapid growth were. How has the AUCHAN Group diversified its activities to adapt to the constraints of the market?
We will first diagnose the Auchan group by specifying what its segmentation strategy is, and making external diagnosis. Then we will see the different strategic orientations that the group has followed in recent years, and the results of these different objectives.
SECTION 1 - DIAGNOSTIC OF THE COMPANY
I. Strategic segmentation and diagnosis of business portfolio
Strategic segmentation is the process which helps to delineate the different strategic business areas (SBU's) of an organization. This division is delicate; it distinguishes itself from the marketing segmentation, as different areas of activity from this division must meet the external and internal criteria.
As a first step, we will see that the Auchan group was able to develop internationally. Then we study the different areas that make up this strategic multinational more precisely.
A. The overall organization of the group Auchan SA
1. In addition to the measures set forth in article 8 of this Convention, each State Party shall, to the extent appropriate and consistent with its legal system, adopt legislative, administrative or other effective measures to promote integrity and to prevent, detect and punish the corruption of public officials. The allocation of capital
The entire capital of the AUCHAN group is divided between the Mulliez Family Association (AFM), and the group's employees. Thus AUCHAN SA is not on the stock exchange. The role of the family in the life of Mulliez group Auchan, is really prominent. Indeed, the family association of Mulliez (AFM) holds 84.51% stake in the group; it is also one of the three richest families of France on a professional level (source: Challenge, July 2002).
At the level of employees, capital is acquired through a company savings as a mutual fund (FCP). La Fond Commun de Placement "Valauchan" represents 14.55 of the capital, while that of "Valauchan International" is 0.94. At supermarkets, the group has more recently created FCP "Valsuper" and "Valsuper International", with a heritage of 118 Million Euros to 15,400 shareholders. We are still very far from Heritage Valauchan which amounts to nearly 1.57 billion Euros to 80,600 shareholders. The Valauchan name given to the shareholders of Auchan, consists of a share of stock of Auchan and other securities outside the company (cash redemption). Each year, three experts determine the value of the share from these two components.
Gradually, each country started by Auchan stood to benefit shareholders. Thus, the Spanish collaborators, and more recently the Hungarians become shareholders of the group.
2. Corporate Structure
Like many multinationals, Auchan had to adapt its structure to its growth. It opted for a group structure valid for unrelated diversification. Headquarters activities limit to 3 or 4 sectors. The seat functions as a sort of mini financial market that deals with the distribution of financial resources between the various group subsidiaries. Each geographical area has some flexibility in its organization. There is for example a purchasing country, even if all these central purchasing units are pushed to follow the same procurement policies with suppliers.
Tags: Auchan Group, analysis and diagnosis of organiztional structure, strategic business segments
[...] Following the example of the duality of urban / rural, or suburban / city center, the types of consumers and their needs are sometimes diametrically opposed. All these data should be considered by organizations in their communication policies regarding the type of customer awareness and the various products that they may be willing or able to acquire Technological factors Technological factors are mainly related to performance in the computer field and especially in the continued development of the Internet. In fact, many software programs allow increasingly important management for managing enterprise data (departmental servers). [...]
[...] In the area of savings, the ACCORD Bank offers a savings account with a net yield of which is higher than the yield of a Booklet A It also offers the possibility of getting a life insurance policy, or more recently, to capitalize a supplementary pension while saving taxes. Finally, the ACCORD Bank offers a range of insurance of all kinds. We can opt for home insurance, car insurance, mutual health insurance or a pension in case of illness or death The real estate segment (IMMOCHAN) IMMOCHAN is the real estate subsidiary of Auchan SA Group. It specializes in commercial planning. This is certainly not the subsidiary of the largest in terms of effectiveness, since there are only 240 employees. [...]
[...] It can impose a kind of "veto" in the case of non-compliance with the Group's general policy. Here, Gerard MULLIEZ is found on a less functional activity of the group, but it is one which allows him to maintain control over decisions. Presentation of 3 Strategic Business Areas of the Group Auchan Group SA has reached a significant size; it is far from the small supermarket created by G. MULLIEZ in its infancy. Hence the group's activities have diversified, and today we can count three distinct core businesses. [...]
[...] 1999: Auchan creates its own private label. The first stores opened in China. 2000: The group created a dedicated e-commerce activities. The sign is at the origin of the creation of the World Wide Retail Exchange, electronic trading platform, to simplify trade relations between supermarkets, suppliers and service providers. In Taiwan, Auchan joins RT Mart Taiwan, which operates 16 hypermarkets under the brand RT Mart, APIC and Save. 2001: In Morocco, Auchan an alliance with ONA which operates 6 hypermarkets under the brand Marjane. [...]
[...] In addition, as an actor in the economic and social scenario, Auchan will behave as a responsible company. Many subjects mobilize the company and its employees, such as: the protection of the environment, participation in the development of the city, loyal relationship with suppliers and project support by the Foundation for Youth Auchan. B. Internationalization Supermarkets are virtually non-existent before the 90 countries of Eastern Europe; they are developed and are now present in all major cities. Auchan is also settled there. Auchan is from the north of France. [...]
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