Grupo Elektra

Páginas: 3 (617 palabras) Publicado: 27 de enero de 2013
Daniel Hernandez Urtiz V
A01132414
1/24/13

ELEKTRA Case Study Analysis

ELEKTRA group is facing a problem of where to head next in order to promote and maintain sustainable growth for thecompany. As we know ELEKTRA group is a very large company selling many things such as financial services, electro domestics, clothing and furniture. Their main business success is that they give loans andpayment options to many of their products and this has become a success for them. They were also the largest specialty retailer and the largest consumer finance company in Latin America. Afterarriving to different countries they have had many diverse experiences with international market and their main problems where to understand the country they wanted to enter. The problem that they want tosolve for now is that ELEKTRA wants to know where to go next, with what products to offer?
ELEKTRA has many alternatives of what doing next. They have the money to establish projects that are veryinteresting for them. In my opinion they should work in reinforcing their already established markets and evaluate where to stay and where to go. As I mentioned before they have many alternatives.Evaluating different countries especially in Latin America where they can analyze the countries potential for establishing more stores, should be one of the first steps that they should take. Addressingto the country’s GDP and GNI and to analyze the citizen’s income and to evaluate where is the market that they are looking for. As well as taking the advantage of the many things that this stores haveto offer. For me ELEKTRA is a fusion of a retail store with a financial service as well as many other things.
The best option that I consider for ELEKTRA is that they should stay in Latin America andgrow more in this huge market. They should be targeting to enter strong especially with their financial services as well as the retail store. The Latin American market is not in the position of...
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