36. India & China: A Comparison Retailer China India Wal- Mart 40 -------- Carrefour 53 --------- Tesco 30 ----------- Metro 21 02 KFC Over 1000 04 Starbucks 70 ------ McDonald’s 580 47 Pizza Hut 110 75 Louis Vuitton 06 2 Prada 10 -------- B&Q 20 ------- Hugo Boss 60 02
37.
38.
39.
40. Some Existing Foreign Players and Prospective Entrants Retailers Type Status 7-Eleven Supermarket Evaluating Amway Direct selling Already in Auchan Hypermarket Evaluating Carrefour Multi-format retailer Wait and watch Dairy Farm Multi-format retailers Tied up with RPG JC Penny Product sourcing Already in Landmark Department Store Already in Lee Cooper Product sourcing Already in Levi's Product sourcing Already in Mango Apparel retailer Already in Marks & Spencer Department Store Already in Metro Cash & carry Already in Oriflame Direct selling Already in Reebok Oint venture Already in Shoprite Wholesale cash-and-carry and franchising Already in Sony Manufacturer Retailer Already in Wal-Mart Hypermarket Agreement with Bharti
41.
42.
43.
44.
45.
Notas do Editor
A good example is food. You can order you food from a takeaway establishment your self and they will deliver it to you. Or you can pay more at a restaurant and have you food served to you and receive assistance from the serving staff in choosing your food or drinks. A sporting event is packed full of physical evidence. Your tickets have your team's logos printed on them, and players are wearing uniforms. The stadium itself could be impressive and have an electrifying atmosphere. You travelled there and parked quickly nearby, and your seats are comfortable and close to restrooms and store. All you need now is for your team to win!
When IBM started under the guidance of Thomas J. Watson, Sr., he very early concluded that fully 99 percent of the visual contact a customer would have with his company, at least initially, would be represented by IBM salespeople. Because IBM was selling relatively sophisticated high-tech equipment, Watson knew customers would have to have a high level of confidence in the credibility of the salesperson. He therefore instituted a dress and grooming code that became an inflexible set of rules and regulations within IBM.
