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Candidatename:ZhengXiaxianCoursetitle:CreatingaCultureofCustomerCareGroup:HRMOutcomeNo.:21/8ThereportofCustomCareAnalysisofCarrefourI.IntroductionIntodayslife,everyoneknowthenameofCarrefour.TheCarrefourgroupisasupermarketstatefoundedin1959.Ithasgrowntobecomeoneoftheworld'sleadingdistributiongroups.Itiscurrentlytheworld'ssecond-largestretailerandthelargestretailerinEurope.Todocustomercarewellcanbethemostimportantkeytosatisfycustomersforgainbenefitsinwhateveranybusiness.Inthisreport,itmainlytalksaboutthestrategyofCarrefour’scustomercareandgivesomeadvisestoCarrefourbreakthroughtherecustomercare.II.Findings1.BasicInformationofCarrefourCarrefourisaFrenchinternationalhypermarketchain.HeadquarteredinLevallois-Perret,France.Carrefourisoneofthelargesthypermarketchainsintheworld.CarrefouroperatesmainlyinEurope,Argentina,Brazil,China,ColombiaandintheDominicanRepublic,butalsohasshopsinNorthAfricaandotherpartsofAsia,withmoststoresbeingofsmallersizethanhypermarketorevensupermarket.CarrefourmeanscrossroadsinFrench.ThefirstCarrefourstoreopenedonJune3,1959,insuburbanAnnecynearacrossroads(carrefourinFrench).ThegroupwascreatedbyMarcelFournier,DenisDefforeyandJacquesDefforeyandgrewintoachainfromthisfirstsalesoutlet.In1999itmergedwithPromodès,knownasContinent,oneofitsmajorcompetitorsintheFrenchmarket.MarcelFournier,DenisDefforeyandJacquesDefforeyhadattendedseveralseminarsintheUnitedStatesledbyThePopeofmoderndistributionBernardoTrujillo,whoinfluencedotherfamousFrenchexecutiveslikeÉdouardLeclerc(E.Leclerc),GérardMulliez(Auchan),PaulDubrule(Accor),andGérardPélisson(Accor).TheirsloganwasNoparking,nobusiness.Candidatename:ZhengXiaxianCoursetitle:CreatingaCultureofCustomerCareGroup:HRMOutcomeNo.:22/8TheCarrefourgrouppioneeredtheconceptofahypermarket,alargesupermarketandadepartmentstoreunderthesameroof.TheyopenedtheirfirsthypermarketJune15,1963inSainte-Geneviève-des-Bois,nearParisinFranceInApril1976,CarrefourlaunchedaprivatelabelProduitslibres(freeproducts–libremeaningfreeinthesenseoflibertyasopposedtogratis)lineoffiftyfoodstuffs,includingoil,biscuits(crackersandcookies),milk,andpasta,soldinunbrandedwhitepackagesatsubstantiallylowerprices.InSeptember2009,Carrefourupdateditslogo.May2011:ConsideringthestagnantgrowthandhasfacedincreasedcompetitioninFrancefromrivalsincludingCasinoGuichard-PerrachonSA,Carrefourwillexpense1.5billion-euro($2.1billion)tochangethesupermarketwithnewconceptasCarrefourPlanetinWesternEurope.2.ThestrategyofCarrefour’scustomercare2.1ThethreecustomercarevaluesCommittedCarrefourarecommittedprofessionalsandcommittedmembersofthecommunity.Theyconstantlystrivetoexceedeveryone'sexpectationsbyprovidingbettervalueandfindingnewsolutionsforabetterqualityoflife.CaringCarrefourcaringtowardtotheircustomerandconsumers.Theyarereceptivetocustomerandconsumersneeds,eachandeveryday.Theywelcomecustomerandconsumertotheirstoresandmeettheirneedswithkindness,warmthandattentiontodetail.PositiveCarrefourrisetoeverychallengewithenergy,enthusiasmandwithfreshideas.Theyhelpbrightenthelivesoftheircustomerandconsumers.Forthecustomerandconsumer,fortheiremployees,fortheplanet,theywantthebest,bothtodayandtomorrow.ThesethreeofcustomercarevaluesbringtheCarrefourclosertotheircustomersandconsumerandreflecttheirpersonality.Theyofferthebestpossiblesolutionstothecustomerandconsumereveryday.Candidatename:ZhengXiaxianCoursetitle:CreatingaCultureofCustomerCareGroup:HRMOutcomeNo.:23/82.2MissionstatementsandphilosophyManyorganizationshavemissionstatements.Particularlylargeones.Carrefouf'smissionstatementsareChoiceandqualityforeveryoneAnorganizationalmissionstatementconsistsoftwoelements:1.Thevisionoftheorganization.Thevisionmayincludetheidealdestination.Thisiswheretheorganizationwantstogoandwhenithopestogetthere.2.Thevaluesorprinciplesoftheorganization.Thevaluesarethesetsofbeliefsbehindtheactionsoftheorganization.Itwillrelatetothequalityofgoodsandservices,treatmentofcustomersandemployeesandmakestatementsregardingopennessandgoodpractice.Carrefour’sbusinessphilosophyandcorporatecultureisdependingonthecustomerfriend,beyondexpectationsfortheservice,highlyteamfeelingandhappyforthecustomer,thestaff,thepositiveeconomicallowprice,andstandardizedmanagementandcompanycontinuousgrowth.Thedifficultthingistobeatotherretailerandovercometheirselves.Sobeatitselfisverynecessary.2.3ThestructureofCarrefourCarrefour’sstructureisflatstructure;thisstructurehasbigadvantageincompanymanagement.Theprevioustopthreelevelswerereducedintotwowhichmeantthatmoreresponsibilitywasgiventoeachmanager.Theintentwastomakecommunicationmoreeffective.Theopportunitywasalsotakentowidenthe‘spanpfcontrol’.Thismeantthatmanagershadagreaternumberofpeopleforwhomtheyhadresponsibility,ifemployeewasgivensomeabilitytotakedecisionsintheirareaofinfluencetoo.Thiswascalled’empoweringofemployees’.Thisstructurealsoeasytocommunicate.CommunicateisverynecessarytoCarrefour.Carrefourhasagoodcommunicationbetweenstafftoemployeesandmanagerstostaff,itwillauthorizestaffinvariousareasofitsproductdevelopmentandmarketshare.Companycan