BEYKENT UNIVERSITY
STRATEGIC MANAGEMENT PLAN
FOR MIGROS COMPANY
Erman HENDEM
İrem AKTAŞ
Yılmaz GÜNEŞ
Berk IŞIKTAN
Uğur METE
Submitted to Prof. Dr. Asım ŞEN
For the Requirement of BUS401
Fall, 2009, Şişli / Ayazağa
Nov 06, 2009
2 STRATEGIC PLANNING FOR MIGROS COMPANY
CONTENTS
CONTENT NAME INDEX PAGE NO SHAREINTRODUCTION 4 IRMVISION, MISSION, OBJECTIVES AND VALUES 1 4 IRM
VISION 1.1 4 IRMMISSION 1.2 4 IRMOBJECTIVES 1.3 5 IRMVALUES 1.4 5 IRM
ENVIRONMENTAL ANALYSIS 2 5 B & UEXTERNAL ANALYSIS 2.1 5 B & UINTERNAL ANALYSIS 2.2 7 B & UCAPITAL 2.3 7 B & UPHYSICAL RESOURCES 2.4 8 B & UHUMAN RESOURCES 2.5 9 B & U
SWOT ANALYSIS 3 10 Y & ESTRENGTHS 3.1 10 Y & EWEAKNESSES 3.2 10 Y & EOPPORTUNITIES 3.3 11 Y & ETHREATS 3.4 11 Y & E
STRATEGIC ESTABLISHMENT 4 12
OPERATIONAL POLICIES AND THE BOTTOM LEVEL STRATEGIES OF MIGROS 4.1 12 Y & E
SOCIAL RESPONSIBILITY POLICIES 4.1.1 12 Y & EPROFIT SHARE POLICIES 4.1.2 13 Y & EETHICAL RULE POLICIES 4.1.3 13 Y & EHUMAN RESOURCES POLICIES 4.1.4 15 Y & EWORK TIME SCHEDULE POLICIES 4.1.5 17 Y & E
FUNCTIONAL LEVEL STRATEGIES 4.2 17 IRMLOW COST STRATEGY 4.2.1 18 IRMPRODUCT DIFFERENTIATION 4.2.2 18 IRMFOCUS MARKET NICH ON 1 4.2.3 20 IRMFOCUS MARKET NICH ON 2 4.2.4 21 IRM
BUSINESS LEVEL STRATEGIES 4.3 22 B & UALLIANCES 4.3.1 22 B & UMERGERS / ACQUISITIONS 4.3.2 23 B & U
VERTICAL INTEGRATION / HORIZONTAL INTEGRATION 4.3.3 23 B & U
OUTSOURCING 4.3.4 23 B & UCORPORATE LEVEL STRATEGIES 4.4 24 B & U
DIVERSIFICATION 4.4.1 25 B & URELATED AREA 4.4.1.1 26 B & UUNRELATED AREA 4.4.1.2 26 B & U
ENTERING IN NEW BUSINESS 4.4.2 27 B & UHORIZONTAL INTEGRATION 4.4.3 27 B & U
INDUSTRY LEVEL STRATEGIES 4.5 27 IRMINTRODUCTION 4.5.1 27 IRM
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3 STRATEGIC PLANNING FOR MIGROS COMPANY
GROWTH 4.5.2 28 IRMMATURITY 4.5.3 32 IRMDECLINE 4.5.4 33 IRM
GLOBAL LEVEL STRATEGIES 4.6 34 Y & EEXPORT / IMPORT 4.6.1 34 Y & ELICENSING 4.6.2 34 Y & EFRANCHISING 4.6.3 34 Y & EJOINT VENTURE 4.6.4 35 Y & EALLIANCES 4.6.5 35 Y & E
ETHICS RULES 5 35 ALLMIGROS’S RESPONSIBILITIES TOWARDS ITS EMPLOYEES 5.1 35 ALLTHE RESPONSIBILITIES OF EMPLOYEES TOWARDS TO THE COMPANY 5.2 36 ALLMIGROS’S RESPONSIBILITIES TOWARDS OTHER COMPANIES 5.3 37 ALLMIGROS’S RESPONSIBILITIES TOWARDS TO THE COMMUNITY 5.4 37 ALLTHE RESPONSIBILITIES OF EMPLOYEES TOWARDS EMPLOYEES 5.5 37 ALLIN GENERAL 5.6 37 ALL
REFERENCES & SOURCES 38 ALL
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INTRODUCTION:
In 1954 the Migros Schweiz Cooperatives Union and Istanbul Municipality's
initiatives established with Migros, food and consumer goods under the control of the city
from the manufacturer to provide these products to health and in appropriate circumstances
and economic prices Istanbul was founded with the aim to achieve. Migros, especially in
consumer goods to consumers in Ontario with the car sales reached 45 developed, first in
1957 and then to the fish market in Beyoglu stores have opened stores in several
neighborhoods. During this period, confidence and interest in Migros Istanbul citizens won.
Now, Migros, the average per week in 2008 by opening 5 new stores has increased the
prevalence of domestic and 63 to begin providing services in the province has made rapid
growth. The end of 2008 with the 7 geographical regions, 93 M, 101 MM, 44 MMM, 271
Tansaş, 652 Blast, 6 5M Migros and 8 serving as Macrocenter abroad through subsidiaries
and 10 also in Kazakhstan, 3 in Azerbaijan, and 1 in Macedonia to 2 of them in Kyrgyzstan
with a total of 16 stores serving. Migros, the end of 2008 has a total of 1191 stores.
1. VISION, MISSION, OBJECTIVES AND VALUES
1.1 VISION
Modern retailing in Turkey and surrounding countries before the spread and consumer
expectations are always with strategy, serving in different formats is to be closest to the
consumer.
1.2 MISSION
Home and abroad, customer-focused, people, society and the environmentally sensitive,
reliable, as well as innovative and efficient structure and quality of life in carrying forward to
assume the leading role, employees, business partners and shareholders long-lasting and
satisfying by providing return, growth and operational profitability and market leadership can
continue.
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1.3 OBJECTIVES
With its experience, 50 years for the customers, to investors, employees and suppliers to the
best, the best to provide customers with satisfaction.
1.4 VALUES
Migros Trade Co. formed with the participation of all our employees and everyone connected
to the corporate values that include: Customer Focus, Reliability Sensitivity, Leadership
Efficiency, Innovation.
2 ENVIRONMENTAL ANALYSIS
2.1 EXTERNAL ANALYSIS:
Retail sector growth in the share of the chain stores began to increase rapidly.Undoubtly,
Migros is the most significant example of retail sector. Large chains such as Migros products
in large quantities from domestic manufacturers by taking advantage of price catch me of
themselves, a major source of revenue and increasing customer profile provides.
Economy: Crisis does not effect the Migros too highly.Because it is the best manufacture
chain store of Turkey. Crisis effected customers. According to data from Migros,
consumers, gave up most meat and meat products. Migros sales within the group recorded
a decrease after the most fruits and vegetables while the other was in a category. Eight-
month data compared, fruit and vegetables per cent and its share in total sales of 8.4 from
7.7 down to. The decline in consumer markets towards the open shows.
Milk, butter and yogurt category, despite the increase in, cheese and eggs can be seen that
the reduction of sales. With both products in the fruit and vegetable group, just as in
consumer products and open markets turned. Olives, pickles, snacks, pastries, sugar and
tea also decreased its share in total sales.
Allthough, decreases in total sales, Migros known to how save us from economic crisis
with minimum damage with our experiences.
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6 STRATEGIC PLANNING FOR MIGROS COMPANY
Political Situation: Received from foreign firms can be seen a decrease in sales of
products. Products may be political reasons to protest.
Technology: Positive effects of technology developments in the whole company. As an
example of the whole campaign over the internet Migros and reach a lot of information
about.
Also with the technological developments Migros gave benefits fon environment.For
instance,natural Soluble Bags First Time in Turkey began to be used in Migros!
Energy efficient use of resources with the goal within the company, stores and
administrative units with the help of technology, lighting and temperature control are
made, used energy-efficient products by ensuring conservation, ecological balance,
protection and efficient use of resources for the important steps are to continue.
Government: Goverment incentives and tax relief to companies if the investment will
reproduce. Retailer Metro, large chains such as Migros products in large quantities from
domestic manufacturers by taking advantage of price catch me of themselves, these
advantages give the complain.
Population: Investments will be made according to population distribution network is
expanded to benefit customers. Transportation will be easy to be opened in places such as
Migros allows people come and there is increased potential customers.
£ 4.4 billion of the organization in 2007, over £ 5 billion turnover in 2008 is getting in
2009 the target of £ 6 billion, which explains Özgür Tort who is general director of
Migros Turk, Migros in 2012's "10 billion to the club" and the goal of entering the same
allegations continue In 2008, the number of customers increased 11 percent were caught
in the world and in Turkey, disappeared when the conditions of the crisis thanks to their
investment in the new era as a much larger group said they would meet.
Concern with the effects of the crisis-stricken growth plans without going through the
same life that highlight Tort, new employment targets the "total of 12 thousand new jobs
in two years, as announced.
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Competition: Undoubtely, Migros is the only competation himself but this is not easy
keep the title in hand. Will be contracted with companies to execute campaings and
promotional programs to attract customers who will provide superier against others, such
as rival compaines.
Social and Cultural: Productive and efficient use of resources for the steps leading
Migros, to increase environmental awareness in Turkey and has been launching
campaigns to create awareness for the important.
Also by investing in may places, such as it is known migros gives people jobs. In addition
to social responsibility projects developed social and culturel benefit to society.
Suppliers: Migros is the owner of the facilities needs of our wide product meets. That’s
why suppliers want to market their products are migros. Buy products whole sale and
retail prices will profit from the sale. Competition between suppliers would be within its
structure. As a result , they are preferred suppliers for Migros advantage over other
competitors provide.
2.2 INTERNAL ANALYSIS:
Internal Resources directly related to companies own inside situations. If Top Managers or
Board of Director want to interfere the company , they make this. Internal Resources has
some items. Such as Capital, Physical Resources, Human Resources.
2.3 CAPITAL:
In 1954, Migros Cooperatives Union and Istanbul Municipality Switzerland and was founded
with the initiative. Migros, especially in consumer goods to consumers in Ontario with the car
sales reached 45 developed, first in 1957 and then to the fish market in Beyoglu stores have
opened stores in several neighborhoods. During this period, confidence and interest in Migros
Istanbul citizens won.
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In 1975, the majority of Migros shares were transferred to Koç. Since then a new concept
began to work with Migros, has rapidly increased the number of stores in Istanbul. Setup with
the giant warehouse centers, fruit and vegetables fresh from the fields and as economical for
consumers to reach a healthy fruit and vegetable intake with the development agencies has
created the necessary infrastructure for distribution. Migros has a big adventage about capital.
Firstly the market establish to Migros Cooperatives Union and Istanbul Municipality
Switzerland and with these budget.
In 1975, Koç provide big and new developments. 2006 - 2007, Migros and Tansaş merged.
And this situation is the most important subject, both Tansaş and Migros financial statements.
Migros Turk, General Manager Ozgur Tort, Turkey in 2008, Migros Group has achieved a
turnover of £ 5.1 billion, the goal for 2009 is announced £ 6 billion. And in 2008, the number
of customers increase by 11 percent. Özgür Tort, Migros Turkey until the end of 2010 a total
of 12 thousand people will create new jobs. Migros develop own capital with merge and
target market.
2.4 PHYSICAL RESOURCES:
Migros Pte Ltd As of 15/10/2009, has covered area of 1,357,516 m², 261 Migros, 298 Tansaş,
832 Şok, 9 Macro Center and 6-5M with 1407, with a total of 1426 stores abroad, with 19
Ramstore serves. (261 Migros; 109M, 107MM, 45MMM, 54 Countires) Migros uses net, At
Migros have set Ownselves the target to serve all food and non-food products in a hygienic
and safe environment in order to ensure customer safety. Migros implements the risk
management to minimize the dangers and consumer awareness of the aims. “ Product
Control”, “Control of Suppliers”, “Private Label Products” are important for Migros about
product purchaising.
Safety in Storage is an another necessity step for Migros name. By "Admission of Goods
Quality Control" process, safety in selling covered controls stages like training, staff hygiene,
traceability, temperature controls, expire date control, cross - contamination precaution, store
control.
The company pay attention to own shops places. The company want to places of near the
center, and these shops must be biggest then rivals companies.
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2.5 HUMAN RESOURCES:
Vehbi Koç says “Our most important capital is our human resources”. This sentence explain
all Human Resources meaning for Migros.
Migros configures its strategies in such a way as to obtain continuous quality, respectability
and sectoral leadership combined with a customer satisfaction concept which will raise the
retail standards of the countries in operation. Migros Human Resources aims to develop and
apply the systems which will provide continuous motivation, management and development
of the human resources, that could create a competitive advantage in the realisation of these
objectives.
Excellent Business Ethics and Integrity, Reliability, Equal Opportunity, Participation and
Transparency, Competitiveness… These titles show how much they give importance about
Migros’s personnels. The company’s HR department make a special system for own works.
Migros’s HR departments pay attention to employment. Employment and Placement main
objective of “Employment and Placement” is to choose and place the employees who will
carry the company to the future and will meet the requirements of their positions on the top
level in accordance with the company culture and common values, in the most appropriate
positions, and to be a point of attraction for employees.
Training is another important factor for The company’s HR. Training is a necessary items If
staff take a good training, sertificate, seminar, they know own work and you can take best
performance. Job evaluations results provide compesation to Migros policy. Justice is
important fort he company. HR department working with rules and orderly shapes.
3 SWOT ANALYSIS:
3.1 STRENGTHS:
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Product Diversity: As Selin Gürsel, who is a customer of Macro Center Markets,
mentioned that she is pleased of product variety and vale park service.
Favourable Prices, Quality, Freshness of Fruits and Vegetables, Special Promotions
and Attractions: 5M consumer, Fügen Özgür, found the prices are suitable. She added
that established brands are high qualified and fresh. She loved weekend promotions and
sale rayons.
Capital: Jan 09 - Mar 09 sales income of Migros Co. is 1.272.076.000 TL and Jan 08 -
Mar 08 sales income is 1.152.357.000 TL. It shows us sales income increased 10.4%
comparing the same period of previous year.
Cooperation with Suppliers, Having Many Kinds of Market Concepts, Accessing
Large Amount of Consumer Profiles, Locating Suppliers Exclusive and Special
Products: Sabri Gülel, Doru Gıda supplier, mentioned that Migros is collaborator and
cooperative for every supplier that wants to work with. Having different concepts of
grocery stores (markets) provides suppliers to achieve larger crowd of consumers. It
includes exclusive and special products.
3.2 WEAKNESSES:
Disability following up products inside the market: We have made a research from
www.sikayetvar.com and found that a customer annoyed when he goes to the market he
always and buys eggs he always see that some part them are broken and cracked. Another
consumer’s complaint is the defect of appropriate nylon bags for the product’s dimension.
3.3 OPPORTUNITIES:
Being Environmentally Conscious Company: Recycled pochette (“%100 Doğaya
Kazandırılan Poşet”) innovation is the most common nature sensitive behaviour.
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Media: Migros announces about 400 adverts every year. By TV media it reaches whole
regions of Turkey. Also using media and internet is the best way to compete its
competitors.
Technology: Jett Cash (“Jet Kasa”) innovation provides consumers to use barcode system
without and cashier. They can buy and sell the products themself.
Training Programs: Management staff are sent abroad periodically to learn strategies
and events of their big competitors in the world.
3.4 THREATS:
Increase of Carrefour’s Joint Ventures: When Migros and Tansaş made a joint venture
proposal, Carrefour bought Gima chain market. The growth of the Carrefour is a very
significant threat for Migros.
Capital of Carrefour: Migros is the part of Koç Holding however Carrefour is the part of
Sabancı Holding. We know that Koç Holding and Sabancı Holding are two monolopols of
domestic economy. Koç Holding’s capital is more than Sabancı Holding’s. No one
predicts the economic future about whose company will be the top.
4 STRATEGIC ESTABLISHMENT
4.1 OPERATIONAL POLICIES AND THE BOTTOM LEVEL STRATEGIES OF
MIGROS
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4.1.1 SOCIAL RESPONSIBILITY POLICIES
Environment: While normally it takes plastic at least in 100 years to dissolve, plastics
produced with ‘Oxo - biodegradable’ technology biodegrade 100% in just 24 months.
Migros invites its customers to use them.
Health: Migros, which stringently applies Food safety and Quality Management
regulations in all its store formats, further demonstrated the attention it pays to customer
satisfaction and food safety by being awarded ISO 9001 Quality Management System and
ISO 22000 Food Safety certificates in 2005 and 2006 respectively.
Lösev (Foundation for Children with Leukaemia) donation boxes have been placed in all
stores. Through these donation boxes they helped to pass on the support of our customers
to LOSEV. There are also separate donation boxes in stores for customers wishing to
support the Cancer Association. Migros employees donate blood to the Red Crescent
every year. Donations to the Tohum Foundation also continue to be made. These
donations cover annual costs of one autistic child.
Education: Since 2003 Migros has been supporting the MUZEBUS (museum bus),
whose aim is to support the personal and social development of primary school students
who don’t have the chance to visit museums.
Culture & Art: The Annual April 23rd Theatre Festival, which has been organised for
the last 14 years by the cooperation of Migros and the National Theatre, was held again
this year in various cities which have Migros stores, over two weeks in April.
Sport: Migros is helping to set up teams of young people and children in different cities
and train up amateur teams of children from different neighbourhoods at TEGV
(Educational Volunteers Foundation of Turkey) Training Parks. The aim of this is for
society as a whole to perceive sport as a way of life. As part of its ongoing support for
sport Migros is renewing the existing football pitches in TEGV’s Training Parks and
setting up football teams.
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Charity Work: The project, clothing for children aged 0-10 years, was collected in
donation boxes placed in 61 Tansaş stores all over Turkey and delivered to the needy
through KEDV (Women’s Labour Foundation) after being laundered.
During the Muslim religious holiday Eid al-Adha, customers were given the chance to
donate to various charitable foundations at Migros stores and the Virtual Market, these
included the Educational Volunteers Foundation of Turkey and the Red Crescent amongst
others.
To stress the importance of cleanliness and hygiene for health in the primary schools
within the province of Batman, toothbrushes and toothpaste were given out to the local
children.
4.1.2 PROFIT SHARE POLICIES
Dividend Payment Policy and Timing: Migros has successfully reported a net profit
every year since it was first quoted on the stock market in 1991. Paying a dividend is a
matter that Migros has always regarded as important from the standpoint of its
shareholders' interests and in this direction is our dividend payment policy. The amount
that is to be paid to our Company's shareholders in dividend is determined on the basis of
the attributable profit shown in its consolidated financial statements.
4.1.3 ETHICAL RULE POLICIES
Migros's Responsibilities Towards its Employees: In all hirings, promotions, and
appointments, the only criteria to be taken into account are the qualifications for the
position: Migros creates equality of opportunity among its employees.
Migros does not involve itself in the personal affairs or private lives of its employees and
holds all of the information it has about its employees in strict confidence.
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Migros provides training opportunities for its employees to improve themselves
professionally and personally. In all of its dealings with its employees, Migros does not
discriminate in any way on the basis of sex, age, ethnic origin, or creed.
The Responsibilities of Employees Towards the Company: Migros employees strictly
reject any offers of material or moral benefits from third parties made to influence their
conduct of activities falling within the areas of their individual responsibility.
They refrain from any act or behavior that would damage the Company's image and
reputation. They avoid waste and use all of the Company's fixtures, tools, and equipment
for the purposes for which they are intended. They do not divulge outside the Company
any confidential or private information that they become aware of as a consequence of
their position or the work that they do.
Migros's Responsibilities Towards Other Companies: It is important for Migros that its
business partners refrain from tarnishing the image and reputation of Migros in their own
business activities and that they give importance to Migros's proven business values.
Migros does not divulge confidential information it receives from a company that serves it
to third parties without that company's permission.
Migros's Responsibilities Towards the Community: Migros seeks to fulfill all of its tax
and other obligations in full and on time and to be an example to the community on such
matters.
Migros does not make humiliating, derisory, or offensive statements concerning other
companies, organizations, products, or individuals.
Migros defends its business ethics in its sector and strives for calcification, furtherance,
and acceptance of these principles.
The Responsibilities of Employees Towards Employees: Migros employees do not
divulge private information concerning other company employees that they come into as a
consequence of their jobs except where it is a requirement of their jobs.
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4.1.4 HUMAN RESOURCES POLICIES
Resources aims to develop and apply the systems which will provide continuous motivation,
management and development of the human resources, that could create a competitive
advantage in the realisation of these objectives.
Our Principles
Viewing Human Resources As Of Strategic Importance: Human Resources Management
in Migros, highlights the value given to “human being” to make this concept strategically
important and creates awareness to evaluate them as privileged.
Excellent Business Ethics and Integrity: Showing fair, good will and understanding
behaviour in our all relations with our employees and abiding the laws and ethic codes is our
main principle.
Reliability: Migros guarantees to execute its obligations to its employees within the context
of legal arrangements. In order to provide a secure work environment to employees of Migros
T.A.Ş, requirements of “Laws, Regulations and Rules regarding Labour Law and Work
Safety” are executed and also sectoral standards related to ergonomy and the development of
the work environment are met.
Equal Opportunity: Migros offers its services with its employees from various age,
nationality and religion groups in its affiliates in Turkey and overseas by Migros Integrated
Human Resources system.
Participation and Transparency: Employees are informed about their roles and
responsibilities regarding human resources applications and guided in order to execute these
responsibilities. Human Resources policies and processes are continuously shared with
employees by using all communication sources of the company (Intranet, e-mail, distance
learning and meeting organizations).
Competitiveness: Migros plans and manages the occupational development of its employees,
to ensure the continuity of the competitiveness level not only in company but also in all
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occupational platforms in order to create positive actions for environment society and
economy.
Devotion to Common Values: Common Values constitute the foundation of our Company
Culture. These common values are; To regard customer satisfaction as first priority, to be
modern and dynamic, integrity and Reliability, to be respectful to laws and personal rights, to
be sensitive to society and environment, to be predispositioned to teamwork.
Migros Integrated Human Resources Systems:
Human Resources Strategies: The aim is to analyse the requirements of the organization for
today and for future in order to reach the strategic objectives and setting up the systems which
will develop the most appropriate human resources for these requirements.
Process Analysis and Sub-Process Definition: Migros created a corporate documentation
methodology under the name of “Sub-Process Definition” which observes the operations of
the company based on micro process and relations (links) and which analyzes and evaluates
these process based on competencies/responsibilities areas, input/output, performance criteria
and critical success factors.
Employment and Placement: Employment and Placement process is done with modern
evaluation methods and tools like interviews, panels and tests according to clearly defined
competencies and occupational skills profiles in positions.
Integrated Human Resources Evaluation Systems
The competencies and skills of the employees are evaluated with a participatory process in
order to create personal development plans for the employees, to determine the employees
who have a potential for managerial positions, to support and manage the development,
according to necessary skills and critical competency requirements of the Company.
Development Planning and Training: Development Planning aims to develop the
performances of the employees in their management level and business family, to train the
employees from company’s own sources as candidates for the future positions and
management levels that might be needed by Company later, to meet the development
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requirements of the employees in competencies and skills areas which are determined by
Integrated Human Resources Evaluation Systems.
Compensation: The main principle of compensation, is the management of the total income
packages of the employees, by separately analysing and rewarding the performance with fair
and competitive compensation policies based on inter-company – market balances and
evaluation results about salaries.
Industrial Relations: The objective of Industrial Relations is to follow and apply the rights
given to employees by laws and business contract, to ensure the application of related laws
and regulations in full force and to manage the employee personal rights by protecting the
work peace and fulfilling the legal responsibilities.
4.1.5 WORK TIME SCHEDULE POLICIES
Migros has two types of working schedules as “Full Time and Part Time”. Full time incluıdes
flexible timing for employees. These are organized weekly. An employee may work from
10:00 to 18:00 however the employee may work from 11:00 to 19:00 depends on the
schedule. There is not internship opportunitiy for university students. Whether they want, they
should work as full-time employee for a defined period. There is also part-time working
schedule from 18:00 to 22:00.
4.2 FUNCTIONAL LEVEL STRATEGIES
Functional Level Strategies fifth steps of the pyramid. It covered varieties strategies; Low
Cost Strategy, Product Differentation, Focus Market Nich on 1 and 2. Companies uses these
methods and they the adatpt themselves.
4.2.1 LOW COST STRATEGY
This Strategy is necessary for all firms. Because, when produced with less cost, more win. As
a result, purpose of the whole company to produce more, sell, and to win.
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Migros Pte Ltd As of 15/10/2009, has covered area of 1,357,516 m², 261 Migros, 298 Tansaş,
832 Şok, 9 Macro Center and 6-5M with 1407, with a total of 1426 stores abroad, with 19
Ramstore serves, so If migros have different shops, it will have very kinds of price option and
this price option happen from cost rates.
Şok Market competitive pricing and promotional campaign that şok applied with the first
branded products always cheaper to house prices is contributing to the budget.
But Migros always gives important to quality. So If ıt use Low Cost Strategy method, Its
never to reduce quality.
Wholesale sales chepar than retail selling. Anyway Migros writes wholesale’s benefits in own
website. This paragraph say; Pricing, Migros Wholesale industry-specific products and
services with variety in every sector with not only unit prices, with the added value to
minimize your total cost solutions.
Economies of scale, the increase in efficiency of production as the number of goods being
produced increases. Migros have many goods and shops alternative so the company uses this
strategy.
4.2.2 PRODUCT DIFFERENTIATION
Product Differentation has ‘’Total Quality Management’’ and ‘’5Ps’’. 5Ps cover the People,
Price, Product, Plan, Place. Because Product Differentation has many stage. Firstly People is
the most important element of all pyramid.People produce a different and useful shapes. Price
is important component, If you have a low cost, your price so product are having a difference.
Plan is necessary to all production steps. Place must be useful. All concept ensure product
differentation strategies.
Migros know 5Ps, because it is very successful and Vision, Mission Statements and Values
write these elements.We think anyway migros has success for this applications.
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Total Quality Management aims to provide quality all area. Customer Responsibilities, Team
Work, Employee Involvement, Just in Time, Continues Improvement. These are bottom titles
of TQM.
Customer Responsibilities are important both customer and firms. Customer must rely to
companies and these companies should know purchasers affected. Migros always consider
customer view.
Team work must be perfect. Because both successful and failure happen from team. All
employee must be desirous and helpful.
Employee Involvement provide good personel because If employee believe themselves in
work, they will make a too success. So good management shapes gives responsibilities own
personel.
Just in Time is another important section to TQM. Just in Time called another names, Zero
Stock Production. Everythink must be at thr right time and materials has not overs.
Continues Improvement is the most necessary at this times. Because competition is reality and
all firms must be developer. They use last technology and they must superior competitors.
Migros Management shape always provide this situations. All shops listen to customer wants
and they know customer responsibilities so product quality go on end of sales. Team Work is
in the Migros Mission Statements. So this situation shows gives importance. Employee
Involvement has like team work features. Just In Time concept is in the Migros quality
awareness parts. Migros know all risks so they use JIT and secure storage. Innovation
(Continues Improvement) is in Migros Values. All in all the companies uses these technic and
they use very good shapes, so and of course Migros is number one own sector. Because The
name create trust, quality and difference etc.
4.2.3 FOCUS MARKET NICH ON 1
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A niche market is the subset of the market on which a specific product is focusing on;
Therefore the market niche defines the specific product features aimed at satisfying specific
market needs, as well as the price range, production quality and the demographics that is
intended to impact.
Nich Market on 1 focus of low cost. Migros uses tactics about this subject because The
Companies have different type of shops.
Migros Pte As of 15/10/2009, has covered area of 1,357,516 m², 261 Migros, 298 Tansaş,
832 Şok, 9 Macro Center and 6-5M with 1407, with a total of 1426 stores abroad, with 19
Ramstore serves, so migros have different shops about price (of course it related to cost),
variety, quality and different target market.
Migros grocery aims, both quality and innovation in own companies. The Brand provide
different product so you can easily find new or unusual goods. Migros grocery target market
is some upper than normal level to customer about price. It prices are not cheap not expensive
but Migros always find a customer because everybody know quality equal to Migros. Migros
grosery do not think connect to cost anyway It always has customers.
Fresh products, affordable prices, and related services with the understanding Tansaş close to
its customers continues to be a neighborhood of the popular supermarket. Tansaş "Intelligence
Consumer Rights" and the industry always one step ahead. Tansaş grosery target market is
normally and like it prices are normal level. Migros create different topics each shops For
example, migros aims always innovation, Tansaş aims, Intellenge Consumer Rights so Migros
has different place in own sector.
The pioneers of discount retailing to their customers Şok Cheaper grosery is always best.
Market competitive pricing and promotional campaign that Şok applied with the first branded
products always cheaper to prices and this prices help to budget. Şok happen to low cost and
low sales prices, Its target market almost all people.
Service standards and product exclusivity and make a difference, "Tailor Made" boutique-
style store chain with a representative of Macrocenter, gourmet product range has a wide
range. The large and spacious building with their customers to feel privileged and special
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21 STRATEGIC PLANNING FOR MIGROS COMPANY
offers. Macrocenter has süperior service mind so It always very succesfull. Low cost concept
is necessary but better quality and modernized is most importantant to these concept for
Macrocenter.
5M , In the kitchen and purchase food products can be consumed in the cafee, with free
exchange within the field of hyper - cheap hosting 5M hypergrosery, a broad range of
products as well as electronics and home appliances with the product variety is making a
difference. 5M prices show, low cost tactic in the 5M Migros strategies.
Pricing, Migros Wholesale, with sector specific products and service variety, provides
solutions to keep your total costs to a minimum in every sector not only with the unit prices
but also with the added values we supply. We always have the best prices at Migros
Wholesale because we have a powerful purchasing infrastructure and we constantly monitor
market prices and sectoral developments.
4.2.4 FOCUS MARKET NICH ON 2
Nich Market on 2 related to Differentation, and now differentatin subject is in Migros
strategies.
I write again, Migros Company has variety shops.Such as Migros, Macrocenter, Şok, 5M,
Tansaş so these uses another concept, price level, quality, differentetion. Innovation, last
technology are very important to this company. Şok grosery has boht product variety and low
price, Macrocenter has tailor-made products and of course product differentation. Tansaş use
customer responsibilities and trust titles.
Product Variety, In Migros Wholesale, there are thousands of products specific to your
business. Thousands of products which are controlled using global standards in each category
in the way you would expect from Migros, are available to meet all your requirements.
Another differentation about Migros tactics, Kangurum.. If you do not have the time to shop,
Turkey's first electronic commerce site, Kangurum'u clicking their mobile phones to furniture,
white goods up to hundreds of thousands of flowers that you want from the product of the
product can be brought up to your door. Migros Sanal Market is in a similar way, Istanbul,
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22 STRATEGIC PLANNING FOR MIGROS COMPANY
Ankara, Izmir, Mersin, Adana, Bursa, Antalya, Kayseri, Manisa and in Bodrum, which allows
you to make purchases from your location and market your products are delivered to your
door.
All in all, Migros management system is suitable to Functional Level Strategies and so the
company create different concept in own rivals. Differentation is very important for the brand,
so it has very kind of shops about prices, variety and quality. So datas shows Migros is
number one in own market.
4.3 BUSINESS LEVEL STRATEGIES
Strategy in a company's customer and market structures to respond to changes likely will
occur are scheduled to move to.
Strategy is a plan for a company's target to perform. Company's management what they want
and there clearly know how they will achieve.
'' As Migros Trade Anonym Company, we develop strategies in line with our mission, based
on the concept of customer satisfaction in order to increase the retailing standards of the
countries where we operate and provide sustainable quality, respectability and leadership in
the sector.
Our main strategy is to offer modern, reliable, economical and high-quality services to our
customers.''
4.3.1 ALLIANCES
Merger of two business activities of a general concept describing the consolidation means.
Business merger called for cooperation between both economic and legal aspects of becoming
from an association of businesses and assets of businesses also must also be combined.
Migros has entered into merger companies with 5 grains. These are Şok - Tansaş - Kangurum
- Ramstore - macro center.
4.3.2 MERGERS / ACQUISITIONS
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23 STRATEGIC PLANNING FOR MIGROS COMPANY
Migros has within its structure to smaller companies. Within small firms and logistics support
are able to reach many customers. These are Şok - Tansaş - Kangurum - Ramstore - 5M -
Macro center
Why they are prefer Migros ?
Because of product diversity, service, quality, ccontinuous, development, payment benefits,
distribution.
4.3.3 VERTICAL INTEGRATION / HORIZONTAL INTEGRATION
Vertical integration
Firms operating in the same area at a lower cost of production in order to obtain more revenue
than a single process under
Migros has relationships with companies in other sectors. For example, an agreement with
stores to customers, for example 100 TL shopping vouchers giving discounts. Another
example could be pharmaceutical company.
Horizontal integration
The same goods - producing enterprises, economic units combine companies’ costs to protect
their assets, capital, technology, communications and transportation facilities to markets and,
perhaps most importantly, enterprises prefer to grow by sharing risk in case remained. For
example Tansaş combine with Migros.
4.3.4 OUTSOURCING
Company's services or services to produce their own instead of these services from outside of
the cheaper and higher quality as is provided. About security is a private company contracted
with Migros.
4.4 CORPORATE LEVEL STRATEGIES
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24 STRATEGIC PLANNING FOR MIGROS COMPANY
To perform their strategic business objectives, and support the work of the companies as well
as to the benefit of society is based on the idea.
The Basic Principles of Migros Trade AC Concept of Corporate Social Responsibility:
Migros Trade AC, established its basic concept of corporate social responsibility on the
corporate values of innovativeness, productivity, leadership, sensitivity, reliability and being
customer focused. With this approach, Migros carries out its task of social responsibility by
designing projects in particular which have an effect on society as a whole and which create
an impact, difference or awareness. In the framework of this concept, the three main themes
are responsibility towards people, nature and future generations. The criteria to measure the
success of these projects, and the aim of the projects themselves, are the creation of added
value, efficiency, sustainability and social benefits. Migros believes in growing together with
both the society it serves and with all its social stakeholders and supports the participation of
volunteers working in the social responsibility projects it carries out.
In the focus of its concept of corporate social responsibility, Migros Trade AC places a
particular priority on needs in the fields of education, culture and arts, sport, environment and
health as these are the major issues it considers as investments in the future.
Migros promises all its stakeholders to operate according to the basic principles of corporate
management: transparency, accountability, responsibility and fairness as well as continuously
focusing on improving the quality of its products and services through the innovative service
concept and development processes it offers to customers.
Migros Trade AC Corporate Social Responsibility Goals:
With its target entitled “New Route to Growth at the Start of a New Era” and by stressing its
adopted values, Migros is defining a difference. It sees the different store formats, developed
with the strategy of connecting with the customer, as an advantage. Following closely
changing needs and expectations, Migros acts with awareness and the responsibility in
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25 STRATEGIC PLANNING FOR MIGROS COMPANY
meeting those expectations. Migros owes its strength, prevalence and the preference of the
customer to this sensitivity.
Along with its own expansion Migros aims to make a contribution toward economic growth
and the development of the retail sector. In the corporate social responsibility projects it
carries out, Migros passes on the added value created to all of its stakeholders and society as a
whole.
In its “New Route to Growth” target Migros aims to provide maximum efficiency for all its
stakeholders. Company priorities include: bringing more ‘firsts’ to the customer, providing
greater satisfaction and creating a difference through innovative applications, being a good
employer by giving employees opportunities for personal development, providing high returns
for its investors and providing a better partnership environment for suppliers. Migros
determines all its operating methods and rules in order to raise customer satisfaction to the
highest possible level and always strives to be a responsible employer, a responsible brand
and a responsible institution. The company bases its relations with its business partners and
investors on trust, ethical rules and transparency. Migros is an institution which under no
circumstances would compromise its identity as a “good employer”, which always respects
the legal and human rights of its employees, which never allows discrimination and prejudice
in the recruitment process or workplace, and which supports the personal development of its
employees and invests in their future. As an institution that respects the right of the consumers
to be informed, Migros serves the customer with the best trained, qualified and
knowledgeable staff in their field.
4.4.1 DIVERSIFICATION
The most important reason why companies turn to become different, the whole structure is a
cruel world markets. Past year, according to the most important things in business life -
changing, many are in each category of product diversity.
To be different than the other companies Migros customers may be tempting, I need to have a
creative strategy. Because they always compete with other competitors in. this situation
requires a differentiation
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26 STRATEGIC PLANNING FOR MIGROS COMPANY
4.4.1.1 RELATED AREA
Product diversty : There are thousands of products specific to your business type Migros.
Quality controls in each category were followed up with world-class standards, to meet all the
needs of thousands of ordinary Migros-quality products at your service.
Pricing : diversity of industry-specific products and services with Migros in every sector with
not only unit prices, with the added value to minimize your total cost solutions. Market prices
and sectoral changes constantly followed by a strong purchasing background is always the
best prices in the Migros.
Continuous Development : The largest customer's market leader Migros and the advantages
of being constantly reflects customers. The best prices and most convenient to customers by
continuously improving cost structure provide opportunities for long-term cost reduction.
Distribution : strong logistics infrastructure and the desired product at any time you want
delivered to your door to the course standards. Instead of working with different suppliers for
every need all your needs can be provided with a single delivery. Your promised delivery
time occurs.
Quality : Production of all products from Migros will follow until you reach customers. All
kinds of moves according to the hygienic and proper criteria.
4.4.1.2 UNRELATED AREA
Migros is in its relationship to other sectors. for example, has an agreement with a
pharmaceutical company. Meet the company's food and beverage, and pharmaceutical sales in
return for a particular coupon is free to do shopping. By providing such facilities has attracted
customers to its own market
4.4.2 ENTERING IN NEW BUSINESS
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27 STRATEGIC PLANNING FOR MIGROS COMPANY
Migros is in the relationship with KOC HOLDING. The two companies and make each
other's advertising potential customers increased. But now because of global crisis holding
KOC holding. maybe KOC Holding may sell Migros.
4.4.3 HORIZONTAL INTEGRATION
Firms in different sectors to benefit from economies of scale, reduce costs and finance,
advertising, distribution or marketing in order to obtain benefits under one roof and to
combine. SOK , TANSAŞ horizontal integration combined with the MIGROS. Audiences
reach more customers by advertising their products as more capable of presentation.
4.5 INDUSTRY LEVEL STRATEGIES
Industry Level Strategy is second step to major strategy pyramid. Industry definations:
Industry continuously or at certain times, machinery and other vehicles using the power
nature or substance or in form of mass production activities and If defination union the
strategy it cover the companies development.Such as Inroduction, Growth, Maturity, Decline.
And always, overall organizational strategy that addresses the question “How should we
compete in this industry?”
4.5.1 INTRODUCTION
This steps show introduction divisons to companies.
In 1954 the Switzerlan Migros Cooperatives Union and Istanbul Municipality's initiatives
established with Migros, food and consumer goods under the control of the city from the
manufacturer to provide these products to health and in appropriate circumstances and
economic prices Istanbul was founded with the aim to achieve. Migros, especially in
consumer goods to consumers in İstanbul with the car sales reached 45 developed, first in
1957 and then to the fish market in Beyoglu stores have opened stores in several
neighborhoods. During this period, confidence and interest in Migros Istanbul citizens won.
So since 1954 all people find trust and innovation to Migros.
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4.5.2 GROWTH
This steps cover growth stage and development.
In 1975, the majority of Migros shares were transferred to Koç. Since then a new concept
began to work with Migros, has rapidly increased the number of stores in Istanbul. Setup with
the huge warehouse centers, fruit and vegetables fresh from the fields and as economical for
consumers to reach a healthy fruit and vegetable intake with the development agencies has
created the necessary infrastructure for distribution. I think this development the biggest
situation for Migros history because Migros find quality than this step.
In 1981, Migros's various additions and developments to the main store entered service,
legumes such as hygienic products be stored as a packet be a healthy way to prepare for sale
investments have been made, meat processing center has been engaged. In 1988, the first time
outside of Istanbul at 4 stores opened in Izmir, Migros, the Aegean Region has launched an
infrastructure for their work. At the end of 1989 in 2 large cities with 34 stores serving
Migros, economical prices and health by consumers with high quality products suitable for
"Honest Seller" identity has been adopted.
In 1991 Migros is opened to the public!. Migros, Turkey in 1991 and 1990 at the end of the
change in consumer habits also take into consideration the norms of contemporary world,
many more choices to consumers has led to a big store. New neighborhoods in Istanbul and
Izmir, a new residential area near shops and transportation points out of the city department
stores have adopted the idea of opening in Izmir Alsancak after MM Migros MMM Migros in
1991, Atrium, Sisli Migros MMM then introduces to consumers. has a wide range of these
stores, food and materials needed except stationery, glassware, household appliances, books,
tapes and clothing to the section, almost all requirements, weekends, evenings until 22:00
were begun to be met. Another innovation at the end of 1990, the university students,
housewives, teenagers to pensioners that provide new job opportunities for part-time
application. Staff training programs are developed. In 1990, the last of the day every 15 days
until the smooth running action with Migroskop advantageous and cheap shopping has begun
to be announced.
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Migros, the new areas quickly to demands of contemporary, high quality, reliable and
economical service and drive growth in this area has taken first steps on the path. 1990 end of
the first half of 1991 from the former stores the renewed almost all major stores put their full
automation of the Turkish consumers computerized, automatic scales developed chassis meet,
Migros completely gained a contemporary image. Migros, in 1991, became a public company.
In 1991-1992 Migros, become common in the new region, completed the studies necessary
infrastructure to service the then opened MMM Migros Antalya, Antalya Regional
Directorate has been established. Only in Istanbul, Izmir, Antalya, not in big cities such as
Bursa, Marmaris, Bodrum, Silivri, Yalova to provide services to customers in regions such as
the holiday began. Their control of the leading companies producing "Migros" branded range
of goods has started to be expanded, as an alternative economic and quality of consumer
interest and appreciation has started to develop and be adopted. In 1992, consumer credit card
payment Migros'larda provided convenience, periodic customer satisfaction surveys with
customers in all regions through the eyes started to be discussed in detail in Migros. In 1993,
store manager for school Migros supermarket has given its first graduates, the participants of
the project staff work with the store employees in the group with new ideas has been made
contributions directly to the store management.
In 1995, the Migros store's infrastructure investments and the rapid growth of life has been
spent. Provinces and regions where the new hi derken Migros'larla customers, service
network, Adana, Gaziantep, Edirne, Eskisehir to the Tekirdağ and southeastern Anatolia,
including expanding the geographic area with 17 or 5 was. In 1995, Migros, to take advantage
of synergies than the wider public with the aim of Şok into the circuit, the sector has taken in
an innovation. Consumers' interests are met with Şok's Migros customer portfolio, starting in
Istanbul and Ankara to Izmir from the service soon spread. Migros and the synergistic effect
of Şok growing nationwide at national level too close to the target Migros serving abroad to
grow the necessary infrastructure work was completed.
Migros in 1996 by end of infrastructure work in Azerbaijan, the first overseas store opened in
Baku Ramstore. Abroad as well as a Turkish company will continue development Migros, is
completing infrastructure work for other foreign countries.
Always new goals and advances in design that Migros, 1996 at the beginning of a new store
opening every week target, at the end of 1996 by opening 51 stores were able to perform. In
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30 STRATEGIC PLANNING FOR MIGROS COMPANY
1996, Erzurum in eastern Anatolia the first store opened MM Migros Migros, the year-end
total of 20 provinces in 124 stores in 6 geographic regions with 75 million people per year in
service.
Migros, together with service excellence and the prevalence rate of technology services
offered to consumers are also, at the end of 1996 with another MMM Migros Caddebostan
first introduced to the electronic shelf labels have the customer.
Until 1997 the area within 7 Migros shopping mall, shop since 1997 for clients in appropriate
circumstances and arranged Beylikdüzü Migros Shopping Center Shopping Center opened
Ramstore a new shopping opportunity has presented to its customers. These centers of mass
for large purchases, trade, and social aspects has been the meeting point.
The second country abroad and in Russia, Migros, Enka partnership with Ram and Ramstore
Shopping Center opened in Moscow's most important center became.
Migros Shopping Center opened in December in Istanbul in Turkey and abroad Beylikdüzü
new shopping centers will follow.
Migros, opened in 1996 in Baku at Ramstore 's success with the Baku at the opening 4 new
Ramstore, Azerbaijan has reached the 5 stores.
Migros, become even closer to their customers with the aim not only to new stores,
technology has also made significant investments. Technological superiority is a product of
the Migros Club with customers all over Turkey on the basis of their goods from the center
tracked shopping, special discounts to customers outside of traditional Migroskop discount
programs can be made. In 1998, the Migros Migros Club card advantages meet family, star
products and draw billions of won, 1998 at the end of Migros Club members 900,000 has
been exceeded.
The first months in 2000 years “Bakkalım” format was put into service. Growing interest
shown in a short time Bakkalım'lar Istanbul, Izmir and Ankara began to serve, the number
reached 700.
This year they are serving in countries all over Ramstore'lar become even more prevalent.
Moscow 3, Kazakhstan 2 Ramstore in hypermarket was opened. Migros Club members
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31 STRATEGIC PLANNING FOR MIGROS COMPANY
organized many different campaigns in the context of increasing to 3.2 million with interest
ulaşmştır. In 2000 to only 575,000 people made in campaigns TL 2.7 trillion free Shopping
voucher "were distributed.
Serving 160 million customers per year Migros, domestically and abroad in many regions by
opening 128 stores, department stores increased the number 450. In 2000, one of the drop
from 128 stores MMM Migros Fenerbahçe Stadium, with ten thousand goals at the same time
sweep the stadta as shopping can be shared with thousands of families gave a different
dimension to shopping. Also the first time in 2000, Sivas, Kırıkkale, Tekirdağ, Kırklareli and
Koç University, Eskisehir, Turkey's Migros was put into service in the university campus.
Koç University Koç University-Migros Retailing Education Center in 2000 and the first
period opened with a ceremony at the graduates received their certificates.
Migros MMM in 2001, 3, 5 MM, 3 M to 11 Migros, 19 shock, 1 Ramstore Shopping Center
(Moscow), 1 Migros Shopping Center (Antalya), 2 Ramstore (Moscow and Sofia) to 34 total
new investment in service opened a total of 461 stores per year to reach 160 million customer
service started.
Domestic 65 M, 58 MM, 30 MMM, 273 Shock and 3 hypermarkets Shopping Center and
serving as Migros, in 7 geographical regions within the country, abroad and in Baku, 3, in
Moscow, 15 in Kazakhstan and 3, in Sofia the end of 2002 with 2 Ramstore number of stores
reached 452 pieces.
In Baku in 2001 due to technical reasons completely burning Ramstore, January 29,re-opened
in. In a short period of 6 months with an investment of $ 4.5 million Ramstore re-opened.
As of 2005, domestic M 79 in 7 geographical regions, 79 MM, 33 MMM, 311 Shock and 3
hypermarkets total of 505 stores to serve in the Migros abroad through subsidiaries in
Azerbaijan 3, Russia at 49, Kazakhstan 5, 1 in 3, and in Macedonia to Bulgaria Ramstore has
reached a total of 566 stores. This number has increased with 722'ye Tansaş stores. Migros
continued to grow in 2005, the number has reached 140 million customers.
All in all, Migros has big development process and budget. Koç names affect to this situation.
And so migros is number one own market since its founding.
4.5.3 MATURITY
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32 STRATEGIC PLANNING FOR MIGROS COMPANY
This steps show maturity action and condition.
Migros Trade combined to grow more rapidly from domestic and abroad, all formats, and
geographic spread has developed a number of stores. Domestic Migros, Tansaş, and Şok
Macrocenter as each new store in store format in different provinces and territories spread to
new locations, while the first time, Kastamonu, Nevsehir, and Western Black Sea Region in
the provinces of Zonguldak Karabük and store openings were made. Per week with 2 new
stores opening speed of 52 areas of activity with the end of 2006 soared.
Ramstore'lar expands to Kyrgyzstan, the new provinces and regions in Russia, in Macedonia,
Tetovo, in the provinces of Karaganda in Kazakhstan has also started operating in 2006 with
the opening 20 Ramstore and 1 AVM drove rapid growth abroad as well. The largest in
Russia Ramstore'ların the 130,000 m² Capitol Shopping Center in Moscow Vernadskova into
service.
2006, including Turkey, in 7 countries in total, 878 stores, 20,000 employees, 300 million
customers and has successfully completed the unification of volume turnover reached 3.3
billion dollars combined.
Prepared by Deloitte on a regular basis every year, the Global Powers of Retail 2008 report
from Turkey for the first time Migros, 236 ordinary input. In addition, Migros Trade Co.,
2001-2006 Between the years between the 12th fastest growing 50 companies took place.
Migros Pte Ltd Migros customers domestically, Tansaş, Blast, Macrocenter, with kangaroo-
like format, while providing services in September 2007 a new format to add richness, the
free shopping area in the lower price and contain hyper-5M hypermarket customers
introduced. So that all retail formats developed the ability that has diversified service offering.
53 years being a good corporate citizen among the priority target holding Migros Trade, all
stakeholders, ie customers, to investors, employees, suppliers and society towards a
transparent, fair, accountable and accountability is that a responsive approach. In 2007, the
first time in our country in the assessment, Capital 500 list of the companies participating in
the "ethical and accountability" has been evaluated in, Migrosevaluation among the top 10
companies were.
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33 STRATEGIC PLANNING FOR MIGROS COMPANY
Prepared by Deloitte on a regular basis every year, "Global Powers of Retail 2009" report in
2007, as well as take part in 2008 from Turkey, Migros has demonstrated success. 236 to the
list in 2007 managed to enter the ordinary Migros, in 2008, 190 has successfully promoted to
the position. In addition, Migros, between the years 2002-2007 between the 12th fastest
growing 50 companies took place. Migros, the average per week in 2008 by opening 5 new
stores has increased the prevalence of domestic and 63 to begin providing services in the
province has made rapid growth. The end of 2008 with the 7 geographical regions, 93 M, 101
MM, 44 MMM, 271 Tansaş, 652 Blast, 6 5M Migros and 8 serving as Macrocenter abroad
through subsidiaries and 10 also in Kazakhstan, 3 in Azerbaijan, and 1 in Macedonia to 2 of
them in Kyrgyzstan with a total of 16 stores serving. Migros, the end of 2008 has a total of
1191 stores.
4.5.4 DECLINE
This stage is finally step to life cycle product.
Migros always develop to own life but I think in 2008 Migros decided to different decision.
Economic crisis effect to own sector and Migros uses last technology, upper quality so ıt
prices are expensive and as a result customer choise different brand.
Koç Holding and Moonlight Capital between the sale of Migros to Moonlight Capital SA, a
stock transfer of shares in Turkey and merge subsidiary Moonlight Retailing and Trading Co.
Inc. in 2008 to May 30 period has been completed. Board of Governors 05 December 2008 at
Migros, Migros Turk’S main partner, the Moonlight Retailing and Trade Co. decided to
merge.
But Migros are always successful this decline steps are temporary and small in business life.
Migros Turkey Ozgur Tort General Manager in 2008, Migros Turkey `s Group turnover of £
5.1 billion was obtained in 2009 the target of £ 6 billion is 250 million TL in 2009, will invest,
will open 400 new stores and said.
Tort, six thousand in 2009, six thousand in 2010 to the two-year period a total of 12 thousand
people will be saying` the five-year period of employment in the world's fastest growing food
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34 STRATEGIC PLANNING FOR MIGROS COMPANY
retailers are all fifth. Investing in this country and he said `We will continue our commitment
to growth.
4.6 GLOBAL LEVEL STRATEGIES
4.6.1 EXPORT / IMPORT
According to Migros Trade Anonym Company 01.01.2009 - 30.06.2009 Consolidated
financial statements period special account belongs to search the explanatory notes, in
31.12.2008 Migros import amount is 15.808.000 $ however in 30.06.2009 it decreased to
15.066.000 $. It shows us the company gives more importance to domestic products instead of
imported products. Beside, Migros does not have information report about exporting.
4.6.2 LICENSING
Under licensing, a company assigns the right to a patent (which protects a product, technology
or process) or a trademark (which protects a product name) to another company for a fee or
royalty. Ramenka Company was founded in Moscow in 1997. Its founders are КОС Holding,
the largest Turkish industrial – trade - financial conglomerate, and the Turkish Building
Company Enka. Ramstore retail chain exploits the know-how of Migros Turk, the owner of
the widest store chain with over 700 hyper- and supermarkets in Turkey.
4.6.3 FRANCHISING
Franchising is a special form of licensing in which the franchiser makes a total marketing
program available including the brand name, logo, products and method of operation. Usually
the franchise agreement is more comprehensive than a regular licensing agreement in as much
as the total operation of the franchisee is prescribed. It differs from licensing principally in the
depth and scope of quality controls placed on all phases of the franchisee`s operation.
However Migros does not provide any supply for franchising.
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35 STRATEGIC PLANNING FOR MIGROS COMPANY
4.6.4 JOINT VENTURE
As the report of Migros and Moonlight Retail joint venture, Moonlight, that is Migros’s major
partner, has got 81.59% of the company on 30.09.2008. However Moonlight increased its
share to 97.92% after purchase on İMKB.
According to Istanbul Stock Exchange from Migros announcement, the Tansaş As of
December 31, 2005 with all current assets and liabilities taken over by the CMB (Capital
Market Board) regulations, the Turkish Commercial Code and other relevant provisions in the
context it was decided to merge has been reported.
4.6.5 ALLIANCES
Turkey Garanti Bank and Migros Turk TAS., announced it has signed a cooperation
agreement. Of new announcements, the bank will provide specific benefits to consumers of
Migros with a joint cooperation agreement to determine the program that was specified.
Cooperation through this program will be provided to consumers is planned to be important
opportunities.
Migros is organizing a project named “My Grocery” that contains a type of dealership system
to support groceries. After that, whole project participant groceries which makes an
agreement with Migros, will be provided product logistics support and credit card machines.
5 ETHIC RULES
5.1 MIGROS’S RESPONSIBILITIES TOWARDS ITS EMPLOYEES
Migros completely fulfills all of its legal obligations towards all of its employees. In situations
where the requirements of law are not sufficiently clear, Migros consults those who have
specialized knowledge on the matter. Migros is mindful of the rights of its employees within
the framework of its rules of business ethics in situations where the rule of law provides for
less. In all hirings, promotions, and appointments, the only criteria to be taken into account
are the qualifications for the position: Migros creates equality of opportunity among its
employees. Migros does not involve itself in the personal affairs or private lives of its
employees and holds all of the information it has about its employees in strict confidence.
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36 STRATEGIC PLANNING FOR MIGROS COMPANY
Migros provides training opportunities for its employees to improve themselves
professionally and personally. In all of its dealings with its employees, Migros does not
discriminate in any way on the basis of sex, age, ethnic origin, or creed. In matters that are
related to employees, Migros seeks to include their opinions as much as possible in any
decisions that are concerned with the Company's future. Migros provides healthy and safe
working conditions as dictated by the requirements of law and of the Company's business and
it seeks to improve them to the best of its ability. Migros holds in strict confidentiality and
does not divulge any private information (such as medical records, shopping habits, economic
circumstances etc) about its employees that it may come into possession of in any way
whatsoever.
5.2 THE RESPONSIBILITIES OF EMPLOYEES TOWARDS TO THE COMPANY
Migros employees strictly reject any offers of material or moral benefits from third parties
made to influence their conduct of activities falling within the areas of their individual
responsibility. Migros employees inform their immediate superior whenever entering into a
one-on-one business relationship with any company in which a close relative works, has a
partnership interest, or is the owner and they take action with his knowledge. Migros
employees exhibit maximum attention and care when fulfilling the duties given to them and
they make every effort so that the work they do can be of higher quality, faster, and more
economical. Migros employees refrain from any act or behavior that would damage the
Company's image and reputation. During working hours they remain within the modes of
dress and behavior that have already been established by company management or are
generally accepted. Migros employees are neither indifferent nor unresponsive when
confronted by any situation that is contrary to the Company’s interests and they notify the
appropriate Company units instead Migros employees avoid waste and use all of the
Company's fixtures, tools, and equipment for the purposes for which they are intended. They
do not make use of anything the Company provides them to do their jobs for their own private
benefit. Migros employees do not divulge outside the Company any confidential or private
information that they become aware of as a consequence of their position or the work that
they do. Without the written approval of the Company's management they do not give
interviews or make statements of any kind to any media organization.
Nov 06, 2009
37 STRATEGIC PLANNING FOR MIGROS COMPANY
5.3 MIGROS’S RESPONSIBILITIES TOWARDS OTHER COMPANIES
Migros complies with the requirements of law in all its activities. No unjustified gain may be
secured from any individual or organization for any reason whatsoever. Migros makes all its
goods and services procurement decisions in line with established and publicly disclosed
criteria. It is important for Migros that its business partners refrain from tarnishing the image
and reputation of Migros in their own business activities and that they give importance to
Migros's proven business values. Migros checks to ensure that the services it obtains on a
continuous basis from other organizations are provided in compliance with the requirements
of law and it takes necessary action accordingly. Migros does not divulge confidential
information it receives from a company that serves it to third parties without that company's
permission.
5.4 MIGROS’S RESPONSIBILITIES TOWARDS TO THE COMMUNITY
Migros makes every effort to uphold the standards that its customers expect of it. Migros
seeks to fulfill all of its tax and other obligations in full and on time and to be an example to
the community on such matters. Migros does not make humiliating, derisory, or offensive
statements concerning other companies, organizations, products, or individuals. Migros takes
care in all its activities to avoid causing harm to the natural and historical legacy and to
behave in accordance with customs, mores, and traditions and it complies with all the
requirements of law on such matters. Migros defends its business ethics in its sector and
strives for calcification, furtherance, and acceptance of these principles.
5.5 THE RESPONSIBILITIES OF EMPLOYEES TOWARDS EMPLOYEES
Migros employees do not divulge private information concerning other company employees
that they come into as a consequence of their jobs except where it is a requirement of their
jobs.
5.6 IN GENERAL
The Migros Committee on Business Ethics set up within the Company is responsible for
dealing with and clarifying any issues that are not dealt with by the principles set forth above.
Nov 06, 2009
38 STRATEGIC PLANNING FOR MIGROS COMPANY
REFERENCES & SOURCES:
1- http://www.migroskurumsal.com/en/
2- http://www.ortakalan.com.tr/haber.asp?S=&HID=369
3- http://www.tumgazeteler.com/?a=4705844
4- Migros TAŞ Headquarter Department Call Center
5- http://www.dtm.gov.tr/dtmadmin/upload/EAD/.../fatihakkaya.doc
6- http://www.emlakhaberleri.com/-haberleri/garanti-ve-migros-is-birligi-yapti.html
7- http://www.cnnturk.com/finans/haber_ic.asp?id=256590