Finally attention to the policy of services

Daniele Pederzoli, Associate Professor and head of the research group for distribution to the Rouen Business School

How clusters develop international

There are four terms main d'exportation. The first is to recruit independent contractors or small groups in the country, as is the case for Joué Club Italy and the Morocco. This form of international development requires no major financial investments. Second way: the creation of an international purchasing power, which is already at the base of the operation of any group at the national level. This is the method used by the Musketeers to expand in the food and crafts. The company now has two of the first plants to purchase in the areas of food and crafts. Food Central combines a German partner and a Spanish, while in the DIY also combines English, Australian and Canadian partners. With this strike force, with extremely competitive rates, it found in the purchasing power for its customers.

Other solutions

Third term: the creation of an international network of group. Intersport is thus born in 1968 from cooperatives of 10 countries meeting. This network is now present in 20 countries, each of which has its own national group structure. Finally, the last mode of international development is the alliance or partnership. There is currently little used, but has a bright future. It allows not to link its future to one national market. In the field of pharmacy, French Astera thus merged with German Sanacorp. This effect of size gives them the means to create a "own brand" or DSD, the image of what is being done in the great distribution for pharmaceutical products not subject to prescription. But also to spread the risks on many countries faced the mounted power integrated firms and to the interests of the large-scale distribution sector.

What are the benefits of the international groups

First of all, the effect of size leads to lower prices for customers, and reinforces a brand becomes a preference for the consumer, by a common communication policy. Internationalization allows groups of independent contractors to fight with the major groups developed in succursaliste. The international today are the reasons which have federated groups at their birth in France. Each independent contractor group retains a certain degree of freedom, a margin of flexibility to adapt, without falling into excesses of standardisation. At the same time a common international strategy to create synergies for sale and not just in the purchase. These synergies can be very significant for all members, such as DSD International development or the establishment of a multi format strategy (Editor's Note: point of sale) that capitalizes on the experiences of different countries.

How to start abroad

To develop international, some groups have invested significant resources in the start-up of the network on a new market. We can mention among these operations as well the creation of a distribution centre during the phase of entry in a new country, and financial support to acceding entrepreneurs during the start-up phase. It's basic aid for a country entrepreneurs who are starting to develop. Especially if added to the transfer of know-how that groups the best organized know realize very effectively.

Are the differences in culture, an obstacle to the international development

Groups tend to invest close countries to geographic or cultural level. In particular, and in the order, the Belgium, the Germany, the Spain, the Italy, the Switzerland and the Netherlands, which benefit from a tax rate of societies among the lowest in Europe. If these countries are supposed to be culturally close, to ensure the differences. For example, the Germany has a more-oriented market prices in France, governed by the rule of the hard discount. This country is extremely locked by German companies, and does not allow a sign to create a space quickly. Contact with suppliers is different, because the rule is the delivery platform and not directly to the stores, but must have the "critical size" to justify this centralisation of logistics. In Germany, as in Britain, the culture of manager Ray or Department is centralization. While in France, the head of RADIUS is regarded as contractor of its RADIUS. It may enjoy some freedom in the marketing decisions to adapt its RADIUS to its trading area. Finally, attention to the policy of services. A large sign American had, at the entrance of its stores, "greeters" to say hello to customers and the sellers had as obligation to address the first call to the client if he approached within three metres of them, in line with its policy in the United States. It has lived as an intrusion on privacy by the Germans. Which has certainly contributed to the failure of development in Germany of this sign.