In 1990s, the multinational retailing giant Tesco opted a joint project with the Samsung Group as its market entry approach into South Korea and produced a new brand, Homeplus.
Subsequently, the management of Homeplus executed various policies aimed toward localizing the company while at the same time introducing company practices from Tesco's British headquarters.
It invested in growth and diversification through big discount stores offering an "all in one area" shopping experience, modest-sized super-supermarkets, private brands and online shopping. As rivalry intensified between numerous kinds of market players, the Korean retailing sector had become far more dynamic at the exact same time, including powerful challengers affiliated with local business groups. Homeplus should rethink its position in a highly challenging market environment. Authors Youngwoo Lee and Martin Hemmert are affiliated with Korea University.
PUBLICATION DATE: April 19, 2013 PRODUCT #: W13140-PDF-ENG
This is just an excerpt. This case is about STRATEGY & EXECUTION
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