Brazilian Food Retail: Porter Model-Socio, Economic Analysis - Softcover

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Brazilian food retailThe Brazilian retail industry has registered increase for the eighth consecutive year. During this time, that is in 2011 Brazil’s GDP has expand to 2.7 percent. The 4.4 percent increase in retail sector is clear opposition to economic downturn. In 2011 the retail industry was estimated to be worth about US$119.31 billion according to the Brazilian Supermarket Association (ABRAS). In adding positive result, the macroeconomic stability and social inclusion policies help the country a lot by adopting positive aggressive strategies as the market became more competitive. These are all factors impacting the sector’s improved profile compared to 2010: the number of stores increased from 81,100 to 82,000 (1.1 percent); sales floor size expanded from 19,700 thousand square meters to 20,600 square meters (4.4 percent); the number of employees also went up from 919,900 to 967,700 (5.2 percent); and the number of check-outs increased from 199,300 to 206,600 thousand (3.6 percent). The points of the diamonds can be described asFactor conditionEducation- For expanding, the marketer should have sound knowledge about the trends in the market. The knowledge is also necessary to beat the competition in the market.This period saw the emergence of the great Brazilian middle class having earning capability between $690 and $2,970 per month. For making Brazil to be excellent hub in retail sector, the role of middle class has great importance because they have enough purchasing power. If we talk about knowledge resources then Brazil retail sector is improving through technological development, which is improving the quality, and quantity of the products in the market. This condition is related to country’s skilled resources, technological base, in Brazil the number of skilled labor is increasing, and country is getting the technological development at rapid pace.Infrastructure-In Brazil, the transportation system is not up to the excellent standards but it is increasing at the rate of 12 percent per annum. The infrastructure such as warehousing and logistic support is also improving day by day and the firms are adopting modern techniques such as Just in Time inventory management in opposition to Economic order quantity. Just in Time inventory is suitable for the market, which is variable in nature as in case of Brazil. In fact, the presence of factor is given less importance and the more importance is given to employing these factors of production. This also includes the disadvantage factor as in case of Brazilian retail sector this is still in developing phase and people have less purchasing power as compared to the developed nations. In the late 1990s, Brazil was similar to any other developing economy, denoted by extremes of wealth and poverty with no social class dividing the bridge (Berman, B., 1989).

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