Last Wednesday in one of the iconic premises of the French Carrefour, the movement of employees who were concentrating in an office drew attention.
Minutes later
they lowered the blinds of that large hyper and announced its closure to those who were carrying the little monkey.
People
were able to finish shopping, they paid, but that Carrefour on Elcano Avenue between the prosperous neighborhoods of Belgrano R and Colegiales, which occupies half a block with underground parking, closed forever.
It had been built in 1995 and belonged to North supermarkets until it passed into the hands of Carrefour in the dramatic 2001.
From what was reported,
the property was already sold to build buildings.
Last November and at noon the modality was the same in a hypermarket in Balcarce, in the province of Buenos Aires.
This type of closure, with customers inside,
would have debuted in 2019
at the Avenida Congreso branch that even had a raised garden.
Carrefour sources argue that these are branches that
“were not offering the expected result.
The staff is relocated or compensated
, in case they do not want to continue working, "they say.
By the way, this Carrefour strategy never ceases to amaze.
He faces it while they are fully operational.
Some attribute it to the fact that
he seeks to avoid a foreseeable rebellion
of the personnel and hence the surprise.
But sources from the chain point out that "
they are moved by respect for the team
and since the branches work from 8 am to 10 pm, the human resources department communicates it at that time,
explaining how the roles are going to be redistributed."
They seem to convince since
there are no protests and the union has not externalized the rejection either.
"It seeks not to interrupt, prioritize proximity to the teams and give them the certainty that they will be relocated," they insisted before
Clarín
.
Every step taken by Carrefour, considered the bible in supermarkets due to its global leadership behind Wal Mart, is followed by its competitors.
Until now
they are the only ones that apply this type of closures.
The firm led by Pablo Lorenzo, with a birth certificate in Argentina and 27 years in the Carrefour group, has
620 stores and 17,000 employees
in Argentina.
With the fair price system, which is offered only in supermarkets, their participation has grown.
And they have launched an
expansion plan in parallel with the closure of these branches.
This is how 10 Maxi Carrefour will open this year
under the wholesale format and another 30 Carrefour Express
that are local stores, in addition to betting on web sales that already represent 4% of their volume and are growing “exponentially”.
They say that the bulk of the staff is oriented to strengthen this segment both technologically and in the assembly of orders.
