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| The Analysis on M&A in China’s Supermarket Industry |
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The Analysis on M&A in China’s Supermarket Industry
Content:
between 2006 and 2007
Chapter 1 Profile on Study
Section 1 Section 1 Background for study
Section 2 Study contents
Section 3 Study methodology
Section 4 Study team
Section 5 Study conclusion
Chapter 2 The Status Quo of Laser Industry Worldwide
Section 1 Supermarket industry in America
1. Development in general
2. Character in performance
3. Development trend
4. Revenue between 2006 and 2007
5. Revenue forecast between 2006 and 2010
Section 2 Supermarket industry in America
1. Development in general
2. Character in performance
3. Development trend
4. Revenue between 2006 and 2007
5. Revenue forecast between 2006 and 2010
Section 3 Supermarket industry in Southeast Asia
1. Development in general
2. Character in performance
3. Development trend
4. Revenue between 2006 and 2007
5. Revenue forecast between 2006 and 2010
Section 4 Supermarket industry in EU
1. Development in general
2. Character in performance
3. 3. Development trend
4. Revenue between 2006 and 2007
5. Revenue forecast between 2006 and 2010
Chapter 3 Market Status Quo and Development Trend in China
Section 1 Status quo in China’s Supermarket industry
1. Business model
2. Market demand
3. Scale and marketing performance
4. Market competition and environment
Section 2 Development trend in China’s Supermarket industry
1. Competition in exceptional virtue, thematic portfolio and blockbuster
2. Revamped for industrialized and intensive chain model
3. Developed through image-building campaign, credit recording and knowledge-based approach
Section 3 Correlation between demand and supply
1. General development between 2006 and 2007
2. Demand scale between 2006 and 2007
3. Forecast of demand and supply between 2007 and 2010
Chapter 4 Investment Policy Environment in China’s Supermarket Industry
Section 1 Impact of macro-economy and industrial policy upon China’s supermarket sector
Section 2 Impact of WTO on China’s Supermarket Industry
Chapter 5 Factor Exerting Influence on China’s Supermarket Development
Section 1 Lack of spending spotlight
Section 2 Sliding profitability
Section 3 Backwardness in business philosophy, managerial mode and savvies
Section 4 Brand new business model vying for market share
Section 5 Intensified competition among international gurus
Chapter 6 Forecast on Regional Development and M&A in China’s Supermarket Industry
Section 1 North region
1. Demand and supply scale between 2007 and 2010
2. Regional development and industrial pattern
3. Regional competition and major player
4. M&A trend and feasibility in regional supermarket industry
Section 2 Eastern region
1. Demand and supply scale between 2007 and 2010
2. Regional development and industrial pattern
3. Regional competition and major player
4. M&A trend and feasibility in regional supermarket industry
Section 3 South China
1. Demand and supply scale between 2007 and 2010
2. Regional development and industrial pattern
3. Regional competition and major player
4. M&A trend and feasibility in regional supermarket industry
Section 4 Central region
1. Demand and supply scale between 2007 and 2010
2. Regional development and industrial pattern
3. Regional competition and major player
4. M&A trend and feasibility in regional supermarket industry
Section 5 Northwest region
1. Demand and supply scale between 2007 and 2010
2. Regional development and industrial pattern
3. Regional competition and major player
4. M&A trend and feasibility in regional supermarket industry
Section 6 Southwest region
1. Demand and supply scale between 2007 and 2010
2. Regional development and industrial pattern
3. Regional competition and major player
4. M&A trend and feasibility in regional supermarket industry
Section 7 Northeast region
1. Demand and supply scale between 2007 and 2010
2. Regional development and industrial pattern
3. Regional competition and major player
4. M&A trend and feasibility in regional supermarket industry
Chapter 7 The Status Quo of China’s Supermarket Industry
Section 1 Background of M&A in China’s supermarket industry
Section 2 Status quo of M&A in China’s supermarket industry
Section 3 Case study of M&A in in China’s supermarket industry
Section 4 M&A trend analysis of in China’s supermarket industry
Chapter 8 Stumbling Stone on M&A in China’s Supermarket Industry
Section 1 Capital
Section 2 Human resources
Section 3 Corporate management
Section 4 Operation risk
Chapter 9 Case Study in Supermarket Industry Overseas
Section 1 Galeries Lafayette purchased Marks and Spencer (France)
1. Motives and value of M&A
2. M&A procedure
3. Solution and lesson of M&A
4. Strategic integration
Section 2 Metro AG purchased 85 outlets of Wal-Mart in Germany
1. Motives and value of M&A
2. M&A procedure
3. Solution and lesson of M&A
4. Strategic integration
Section 3 La Rinascente purchased le Printemps
1. Motives and value of M&A
2. M&A procedure
3. Solution and lesson of M&A
4. Strategic integration
Section 4 Federated Department Stores, Inc. purchased America Broadway Department Stores
1. Motives and value of M&A
2. M&A procedure
3. Solution and lesson of M&A
4. Strategic integration
Chapter 10 M&A Taken by Foreign Supermarket Companies over China’s Counterparts
Section 1 the Development of foreign supermarket firms in China
1. Investment character
2. Targeted region for investment
3. Marketing performance
4. Investment structure
5. Investment trend
Section 2 Wal-Mart Stores
1. Investment
2. Core competitiveness
3. M&A trend and feasibility
Section 3 Carrefour Stores
1. Investment
2. Core competitiveness
3. M&A trend and feasibility
Section 4 MAKRO
1. Investment
2. Core competitiveness
3. M&A trend and feasibility
Section 5 Metro AG
1. Investment
2. Core competitiveness
3. M&A trend and feasibility
Section 6 Pacific, Japan
1. Investment
2. Core competitiveness
3. M&A trend and feasibility
Section 7 Hisamitsu, Japan
1. Investment
2. Core competitiveness
3. M&A trend and feasibility
Section 8 Korean New World Department Store
1. Investment
2. Core competitiveness
3. M&A trend and feasibility
Section 9 Parkson Retail Group, Malaysia
1. Investment
2. Core competitiveness
3. M&A trend and feasibility
Chapter 11 Foreign Department Store Waiting for Entrance into China’s Market
Section 1 Sears
1. Business performance
2. Core competitiveness
3. Background and motives for entrance
4. Investment trend and feasibility in China
Section 2 Huddson＆Bay
1. Business performance
2. Core competitiveness
3. Background and motives for entrance
4. Investment trend and feasibility in China
Section 3 Lafayette
1. Business performance
2. Core competitiveness
3. Background and motives for entrance
4. Investment trend and feasibility in China
Section 4 Selfridges
1. Business performance
2. Core competitiveness
3. Background and motives for entrance
4. Investment trend and feasibility in China
Section 5 AEON, Japan
1. Business performance
2. Core competitiveness
3. Background and motives for entrance
4. Investment trend and feasibility in China
Chapter 12 Case Study of M&A in China’s Supermarket Industry
Section 1 Integration between Shanghai No.1 Department Store and Hua Lian (Group) Co., Ltd.
1. Motive and value of M&A
2. M&A procedure
3. Solution and lesson of M&A
4. Strategic integration
Section 2 Beijing Wangfujing Department Store Co. Ltd. (Group) took over Xuzhou Hua Lian Commercial Building
1. Motive and value of M&A
2. M&A procedure
3. Solution and lesson of M&A
4. Strategic integration
Section 3 Reorganization of Brilliance Group Co., Ltd
1. Motive and value of M&A
2. M&A procedure
3. Solution and lesson of M&A
4. Strategic integration
Section 4 Wu Mart purchased Yinchuan Xinhua Supermarket
1. Motive and value of M&A
2. M&A procedure
3. Solution and lesson of M&A
4. Strategic integration
Section 5 China Resources purchased Vanguard
1. Motive and value of M&A
2. M&A procedure
3. Solution and lesson of M&A
4. Strategic integration
Section 6 Intime Department Store Group Co., Ltd purchased Baida Group Co., Ltd
1. Motive and value of M&A
2. M&A procedure
3. Solution and lesson of M&A
4. Strategic integration
Chapter 13 Competitiveness among Major Player of M&A in China’s Supermarket Industry
Section 1 Brilliance Group Co., Ltd
1. Capital operation
2. Production and marketing capability
3. Strategy for development
4. M&A and feasibility of M&A
Section 2 Shanghai Kaikai Commercial City Co., Ltd.
1. Capital operation
2. Production and marketing capability
3. Strategy for development
4. M&A and feasibility of M&A
Section 3 Shanghai Yuyuan Tourist Mart Co., Ltd.
1. Capital operation
2. Production and marketing capability
3. Strategy for development
4. M&A and feasibility of M&A
Section 4 Pacific Department Store Co Ltd.
1. Capital operation
2. Production and marketing capability
3. Strategy for development
4. M&A and feasibility of M&A
Section 5 Beijing Wangfujing Department Store Co. Ltd. (Group)
1. Capital operation
2. Production and marketing capability
3. Strategy for development
4. M&A and feasibility of M&A
Section 6 Xidan Market
1. Capital operation
2. Production and marketing capability
3. Strategy for development
4. M&A and feasibility of M&A
Section 7 Yinchuan Xinhua Supermarket
1. Capital operation
2. Production and marketing capability
3. Strategy for development
4. M&A and feasibility of M&A
Section 8 Guangzhou Friendship Store
1. Capital operation
2. Production and marketing capability
3. Strategy for development
4. M&A and feasibility of M&A
Section 9 ChongQing Department Store Co.Ltd
1. Capital operation
2. Production and marketing capability
3. Strategy for development
4. M&A and feasibility of M&A
Section 10 Shennan Rainbow Department Store
1. Capital operation
2. Production and marketing capability
3. Strategy for development
4. M&A and feasibility of M&A
Chapter 14 M&A Possibility in China’s Supermarket Industry
Section 1 M&A possibility in big firms
1. Shanghai Kaikai Commercial City Co., Ltd.
1.1 M&A possibility
1.2 M&A value
2. Pacific Department Store Co Ltd.
2.1 M&A possibility
2.2M&A value
3. Xidan Market
3.1 M&A possibility
3.2M&A value
4. Guangzhou Friendship Store
4.1 M&A possibility
4.2M&A value
Section 2 M&A possibility in medium and small firms
1. Hefei Department Store Group Co., Ltd
1.1 M&A possibility
1.2 M&A value
2. Wuhan Zhongbai Group Co.,Ltd
2.1 M&A possibility
2.2 M&A value
3. Wuhan Zhongnan Commercial (Group) Co., Ltd
3.1 M&A possibility
3.2M&A value
4. Hua Lian (Group) Co., Ltd.
4.1 M&A possibility
4.2M&A value
5. ShenYang Spring Department Store Co., Ltd
5.1 M&A possibility
5.2M&A value
6. Chongqing Sanli Department Store
6.1 M&A possibility
6.2M&A value
7. Chongqing Liyang Department Store
7.1 M&A possibility
7.2 M&A value
8. Zhejiang Haotian Department Store Co., Ltd.
8.1 M&A possibility
8.2M&A value
9. Zhongyou Department Store
9.1 M&A possibility
9.2M&A value
10. Grand Pacific Department Store
10.1 M&A possibility
10.2M&A value
Chapter 15 M&A Risk in China’s Supermarket Industry
Section 1 Asset reshuffle
Section 2 Corporate management
Section 3 Entrepreneurial culture
Section 4 Business risk
Chapter 16 Recommendation for China’s Supermarket Industry
$3300
A020
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