【正文】 (0 = high risk。 as the second largest market in Eastern Europe, its potential is significant. Cora (operating under the Profi discount banner) is scheduled to open its first store in 20xx and anticipates growing to 14 stores by the end of the decade. Metro, Tesco, Carrefour and Delhaize (Profi) are plan ning to expand in Romania. The new GRDI entrants this year in Eastern Europe are Slovenia and Latvia. The wealthiest country in Eastern Europe, Slovenia has only two retail players: Mercator and Spar Austria. Latvia is awaiting EU integration and retailers are already quickly expanding. Finland’s Kesko is investing US$50 million to create a work of 50 to 60 discount stores over the next three years. Lidl is planning to expand in Slovenia. Rounding out the ―to consider‖ list of countries is Ukraine with a score of 56. With a population of 49 million, Ukraine is a very attractive market for retailers. GDP and wages are still low, although growing rapidly, and the retail market is highly fragmented. Rewe and Metro are the only retailers in Ukraine building a longterm petitive advantage. However, in terms of time pressure, Ukraine receives a low . . Emerging Market Priorities for Food Retailers score of 22. We remend entry in Ukraine over the longer term。 Associates, published in Chain Store Age. India ranks fifth on the index this year (versus sixth last year), with a score of 65. With one billion inhabitants, India could still be con sidered terra incognita。nimo Martins’ (Portugal) . Kearney interviewed retailers, academics and other experts in the field to determine what retailers perceive to be key success factors in expanding outside their home mar kets and how they measure success. Sixty percent of retailers said that a tailored concept is a key factor for succeeding outside the home market。 Tesco plans to open more stores, and other retailers plan to enter the market. Hungary is ranked fourth this year with a score of 67, and is the most prosperous econ omy in the region after Poland and the Czech Republic. Gross domestic product is rising 3 to 4 percent annually, and food spending per capita is growing by 4 to 5 percent per year. The country will join the European Union in 20xx. For retailers considering Hungary, 20xx is the ideal year。 only six international players have settled there and the retail sector is booming. Russia39。 models differ by region and implemen tation phase. For example, in Malaysia, Tesco formed a joint venture (30 percent ownership) with Malaysian conglomerate Sime Darby Berhad. In Turkey, Tesco acquired 84 percent of Turkish retailer Kipa’s business. Our analysis also shows that time is an important factor in global expansion. When a retailer eyes Russia, the Philippines and Chile, how does it decide where to move first? The timing of the entry into a country is critical, as is the time a retailer takes to get operations up and running. In 1999, Sainsbury’s Supermarkets chose Egypt for one of its first attempts outside its home base in the United Kingdom, but failed and was forced to retreat after rapid expansion in 20xx. Auchan had a similar experience in Malaysia and was forced to withdraw in 20xx. We are not advocating a fast—or slow— entry. The most appropriate timing will vary depending on a plex set of factors, including the retailer’s strategy and capabilities, its size, and the petitive landscape in the new country. Most retailers will take one of three approaches: quick expansion, an escalator method in which retailers alternate between periods of growth and stable states, or waitandsee (see figure 2 on page 4). In 20xx, for example, Casino opened an office in Russia, taking a ―waitand see‖ attitude, planning to develop a retail base through acquisitions. Carrefour used the same strategy in entering Russia and China. Other retailers, including Ahold in the Czech Republic, took a different approach, quickly opening stores to grab a firstmover advantage. WalMart prefers the escalator approach. Although each retailer had different battle strategies, they all chose and prioritized target countries, managed their time, and were flexible enough to quickly revise their strategies to exploit successes or mitigate failures. Flexibility and timing need to be managed in parallel. Even in developing countries, it is critical to measure and monitor key perfor mance indicators. The steep learning curve in these environments can quickly turn a few errors into a disaster, usually within 6 to 12 months — versus 18 to 36 months under simi lar circumstances in a more mature country. To help retailers prioritize their market entry choices over time, . Kearney developed the Global Retail Development Index (GRDI). . . Emerging Market Priorities for Food Retailers The GRDI ranks emerging countries based on four criteria: economic and political risk。 coun tries with the maximum number of retailers score 0. (Poland represents the maximum number of interna tional grocers present in a country.) ? Time pressure (20 percent): The “time factor” is measured by the dif ference between the country gross domestic product (GDP) growth (CAGR from 1999 to 20xx) and the modern retail area growth . . indicating that modern retail is progressing rapidly and 100 indi cating that modern retail is pro gressing slowly — representing an opportunity. The calculation is based on a subtraction when the GDP growth is positive and a sum when the GDP growth is negative. Before applying . Kearney’s ranking criteria, we preselected countries from a list of 180 based on economic and political risk (selecte