La distribution alimentaire en France fait face à des changements de société et des attentes accrues des consommateurs : plus de services, plus de praticité, moins de déplacements… Si l'hypermarché s'essouffle, le commerce de proximité connaît un renouveau avec le lancement récent de nouveaux concepts de distribution sous enseignes. L'article propose une grille de lecture analytique des positionnements voulus de ces nouveaux concepts déclinant sept dimensions opérationnalisées de la proximité : proximités spatiale, fonctionnelle, relationnelle, identitaire, de processus, inter-organisationnelle et prix. La grille est utilisée ensuite pour identifier les points communs aux enseignes de proximité-une structure de coûts et une logistique compliquées, la franchise, les MDD (marques de distributeur)-et pour distinguer, à titre d'illustration, les spécificités des positionnements voulus de trois enseignes-U Express, Monoprix et Carrefour City Café. Il conclut sur l'idée que la grille de lecture proposée peut être utilisée au-delà des nouveaux concepts de proximité pour analyser les positionnements d'autres formats, tels que l'hypermarché ou le drive.
Convenience stores (CS)or local stores-take different forms worldwide reflecting national market characteristics. In France, the mass retail sector is led by a few powerful retailing groups along directive lines. Power is more diffuse in Japan, with intermediaries playing a significant role and regulating the supply chains along more collaborative lines. Using a grid to analyse seven dimensions of proximity, we compare business models which include supply chain organisation for local store chain in Japan (so-called convenience stores) and in France (so-called proximity stores). What we identify is significant convergence amongst local store chain models relating to most of the aforementioned dimensions of proximity except for the inter-organisational proximity in which lies some major divergences.
Over the years, a body of literature has developed that consistently shows how the liability of foreignness affects MNCs' performance. Institutional distance − regulatory, normative and cognitive − between the incomer and insiders has been identified as the likely source of the highest cost in doing business abroad. In this article, we draw on the existing literature but take the opposite perspective, looking instead at how various dimensions of proximity between local players increase MNC distance and foster local resistance. The study investigates two contexts and cases, India and Japan, at the time of foreign retailer entry and analyses the interplay between local proximity and local resistance. The analysis presents four dimensions of proximity, namely spatial proximity, relational proximity, identity proximity and inter-organizational proximity, which present the stiffest challenges to foreign retail ventures entering markets as newcomers.
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