2017 Global Retail Development Index - ATKearney

1The 2017 Global Retail Development Index™: The Age of Focus
The 2017 Global Retail Development Index™
The Age of Focus
Geopolitical instability and the growing power
of local and regional competition in emerging
markets are forcing global retailers to rethink
their strategies.

Retail’s Global Vision Beginning to Blur
This year’s Global Retail Development Index™ (GRDI) finds the world’s largest retailers facing
new challenges as they expand into developing markets. The nationalist sentiment highlighted
by Brexit and America First has created uncertainty about new market entry, while the increased
sophistication and success of local and regional competitors has raised questions about what it
takes to successfully compete in these markets.
Advances in retail technology and the growth of e-commerce also add another layer of
complexity. How to enter a market via e-commerce, what the rise of e-commerce means to store
footprints, and how to develop an omnichannel strategy in countries as vast as China and India
are just a few examples of retailers’ questions in general, and emerging markets in particular.
IndiatopstheGlobalRetailDevelopment
Index thanks to a more favorable foreign
investment environment, strong economic
growth, and a consumption boom.
As a result, many global retailers have taken a pause this year to re-examine their store networks,
formats, and logistics. Some are closing stores, and a few have even exited markets (like Marks
&Spencer in China and Galeries Lafayette in Morocco). Others are introducing innovative
solutions in e-commerce and mobile shopping, such as Costco and Aldi’s entrance into China
through the TMall platform, and Amazon’s India-specific innovations, such as Chai Cart, Tatkal,
Easy Ship, and Seller Flex. The 2017 GRDI intends to help retailers figure out not only where to
place their focus to succeed in global retail, but also how to get it right.
The GRDI has guided retail investments since 2002. The annual study ranks the top 30 devel-
oping countries for retail investment, identifying markets that are not only attractive today, but
also offer future potential (see appendix: About the Global Retail Development Index). This year,
we have augmented our research with a special feature on mobile shopping, offering insights
into markets that are leapfrogging developed markets in the use of mobile phones to shop, buy,
and communicate (the section starts on page 27).
The Global Retail Development Index Findings
At the top of this year’s rankings, India and China switch places, with India overtaking China
for first (see figure 1 on page 2). In terms of both size and momentum, Asia is the driving force
behind global retail and the expansion of branded food and beverage, personal care products,
apparel, fashion, and luxury. North Africa is making a comeback with the Arab Spring in the
rearview mirror, while the Gulf Cooperation Council (GCC) region, specifically the United Arab
Emirates and Saudi Arabia, is developing new ideas for growth. Sub-Saharan Africa keeps
growing and South America’s Andes markets continue to impress. Russia and other countries
in the Commonwealth of Independent States are still battling with sluggish growth.

India
China
Malaysia
Turkey
United Arab Emirates
Vietnam
Morocco
Indonesia
Peru
Colombia
Saudi Arabia
Sri Lanka
Dominican Republic
Algeria
Jordan
Kazakhstan
Côte d'Ivoire
Philippines
Paraguay
Romania
Tanzania
Russia
Azerbaijan
Tunisia
Kenya
South Africa
Nigeria
Bolivia
Brazil
Thailand
Note: PPP is purchasing power parity.
Sources: Euromoney, Population Data Bureau, International Monetary Fund, World Bank, World Economic Forum, Planet Retail; A.T. Kearney analysis
Figure 1
2017 Global Retail Development Index™
Rank
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
16
17
18
19
20
21
22
23
24
25
26
27
28
29
30
63.4
100.0
77.1
75.8
92.3
26.7
34.6
49.3
45.5
49.7
88.2
27.6
60.7
24.0
51.7
45.1
12.2
33.2
22.6
48.2
0.0
79.6
31.8
32.7
12.5
52.5
15.7
24.5
70.5
47.4
Country
Market
attractive-
ness
(25%)
59.1
64.5
87.1
60.4
100.0
25.4
55.4
45.5
62.2
71.1
62.5
42.0
18.2
5.8
53.2
37.5
9.6
40.6
14.6
64.3
25.5
28.2
24.0
42.0
0.7
71.1
0.7
6.8
63.8
50.3
Country
risk
(25%)
75.7
24.4
23.3
31.7
0.9
72.4
64.5
52.1
50.8
48.7
22.0
77.2
64.6
93.1
64.7
62.9
98.6
39.9
88.9
0.0
100.0
3.6
84.2
74.4
76.4
6.0
91.6
93.4
23.1
5.8
Market
saturation
(25%)
88.5
92.5
56.2
71.4
44.4
100.0
69.8
76.7
57.6
44.9
41.6
60.3
63.4
77.4
26.2
47.9
73.1
73.5
56.6
70.0
56.2
61.3
31.7
21.6
75.6
31.2
51.6
33.5
0.0
47.8
Time
pressure
(25%)
71.7
70.4
60.9
59.8
59.4
56.1
56.1
55.9
54.0
53.6
53.6
51.8
51.7
50.1
49.0
48.4
48.4
46.8
45.7
45.6
45.4
43.2
42.9
42.7
41.3
40.2
39.9
39.6
39.3
37.8
GRDI
score
National
retail sales
($ billion)
1,329
1,378
31
80
9
93
35
259
32
49
32
21
11
41
8
18
24
103
7
20
54
144
10
11
45
56
187
11
206
65
6,658
15,424
27,234
21,147
67,696
6,422
8,360
11,699
13,019
14,162
54,078
11,189
15,946
14,950
11,125
25,669
3,581
7,696
9,354
22,319
3,097
26,109
17,688
11,657
3,360
13,179
5,930
7,191
15,211
16,835
1,071
3,128
92
241
73
90
40
350
61
90
114
30
32
42
14
35
14
137
11
45
17
434
11
15
28
94
109
15
447
119
Population
(million)
GDP per
capita, PPP
100 = high
attractive-
ness
0 = low
attractiveness
0 = high risk
100 = low risk
0 = saturated
100 = not
saturated
0 = no time pressure
100 = urgency to enter

Mobile phones are changing the face of shopping in developing markets. Mobile shopping grew
last year by 121 percent in India, 192 percent in China, 151 percent in Vietnam, and 87 percent in
Nigeria. In fact, in most developing markets, mobile and online shopping are synonymous. This
growth is forcing retailers to challenge their assumptions about market entry, their roles in the
retail value chain, and their influence on shopping behavior.
As in previous editions of the GRDI, the Index identifies “windows of opportunity” for investing
in organized retail in developing markets. The concept is based on the notion that markets pass
through four stages of retail development (opening, peaking, declining, and closing) as they
mature, a process that typically takes 10 to 15 years. Figure 2 shows how some markets are
moving toward peak attractiveness while others are approaching retail maturity.
In the following sections, we take a closer look at the trends in the top 30 countries and examine
each country’s risk and market potential (see figure 3 on page 4).
Source: A.T. Kearney analysis
Figure 2
The GRDI window of opportunity
Opening Peaking Maturing Closing
Consumers seek organ-
ized formats and exposure
to global brands, retail
shopping districts are
being developed, and
real estate is affordable
and available
Consumer spending
has expanded,
desirable real estate
is more difficult to
secure, and local
competition has
become more
sophisticated
Consumers are
accustomed to
modern retail,
discretionary
spending is high,
competition from
local and foreign
retailers is fierce,
and real estate is
expensive and not
readily available
Definition
Minority investment
in local retailer
Organic, such as through
directly operated stores
Typically organic,
but focused on tier
2 and 3 cities
AcquisitionsTypical
mode of
entry
The middle class is
growing, consumers
are willing to explore
organized formats,
and the government
is relaxing restrictions
Chile (1998)
Mexico (2016)
Hungary (2011)
South Africa (2015)
Turkey (2016)
China (2016)
Chile (2016)
Russia (2016)
United Arab Emirates (2016)
Vietnam (2016) Indonesia (2016)
Egypt (2016)
Poland (1990)
Hungary (1995)
Peru (2002)
Nigeria (2014)
Mexico (2003)
India (2003)
China (2003)
Brazil (2013)
India (2009)
India (2015)
Poland (2005)
Mexico (2009)
Brazil (2005)
Russia (1995)
Russia (2003)
Peru (2015)

Asia Pacific
Five countries in the top 10
Eight countries in the top 30
Asia Pacific is the most dynamic region in the Index. India leads the way with a rapidly expanding
economy and a consumption boom. China, long the Index leader, drops to second place as the
market matures, but the country still leads the pack in other areas, most notably e-commerce.
Vietnam moves ahead and is emerging as an important market for retail expansion with its liber-
alized investment laws. Elsewhere in the region, there has been steady growth in modern retail,
despite economic headwinds like Malaysia’s depreciating currency and Indonesia’s rising inflation.
India: The once and new retail leader
GRDI rank: 1 (up one position)
Population: 1.33 billion
GDP per capita, PPP: $6,658
Total retail sales: $1.07 trillion1
The conditions for retailers in India are favorable and will continue to provide strong funda-
mentals. The GDP is forecast to grow 7.4 percent in 2017 and 7.6 percent in 2018, which is
helping boost the middle class and increase consumer spending beyond the essentials. These
trends are expected to help organized retail double in size by 2020. Meanwhile, the government
is taking steps to eliminate the federal and state rules that curtail retail development, and new
Bolivia
Brazil
Nigeria
Kenya
Paraguay
Tanzania
Azerbaijan
Côte d’Ivoire
Vietnam
Algeria
Thailand
Indonesia
Dominican Republic
Kazakhstan
Russia
Philippines
Sri Lanka
Morocco
Jordan
PeruSaudi Arabia
Turkey India
China
Tunisia
South Africa
Romania
Colombia
United Arab Emirates
Malaysia
Note: Size of bubble indicates retail sales in 2016. Market potential is based on a weighted score of market size, market saturation, and time pressure.
Sources: Planet Retail, Euromoney; A.T. Kearney analysis
Figure 3
2017 GRDI country attractiveness
Market potential
0 = low potential, 100 = high potential
Countryrisk(economicandpolitical)
0=highrisk,100=lowrisk
0
5
10
15
20
25
30
35
40
45
50
55
60
65
70
75
80
85
90
95
100
25 30 35 40 45 50 55 60 65 70 75 80
Asia Pacific Eastern Europe and Central Asia Middle East and North Africa Sub-Saharan AfricaLatin America
1
PPP is purchasing power parity as measured by the International Monetary Fund. All monetary figures in the paper are in US dollars
unless otherwise noted.

regulations are being developed to attract investment and increase consumption. The enthusiasm
around the initial public offering of DMart, one of India’s most profitable food and grocery
chains, shows that modern retailers are well positioned for profitable growth. This environment
has propelled India to the top spot in the GRDI.
Retail is an integral part of Prime Minister Narendra Modi’s development initiatives, Skill India
and Make in India, because of its job creation opportunity. Relaxed rules for foreign direct
investment (FDI) in key sectors have improved the ease of doing business in India. In the past
year, the government has allowed 100 percent foreign ownership in B2B e-commerce busi-
nesses and for retailers that sell food products manufactured in India. Government efforts to
boost cashless payments (witnessed in the recent nationwide demonetization exercise) and
reform indirect taxation with a nationwide goods and services tax (GST) are also expected
to accelerate adoption of modern retail.
In 2016, as consumers showed increased interest in brands, prominent international retailers
entered the market, including Armani Exchange, Cole Haan, Heatwave, Muji, Massimo Dutti,
Kate Spade, and Neil Barrett. H&M has opened 15 stores within two years of entering the
market, Xiaomi intends to roll out single-brand retail stores across the country, and German
sports goods makers Puma and Adidas are looking for government approval to operate fully-
owned retail stores and online portals. IKEA, the world’s largest furniture retailer, plans to invest
$1.56 billion to set up 25 stores nationwide. Amazon and Walmart have aggressive rollout plans,
with Walmart aiming to open 50 cash-and-carry stores in the next four to five years. The luxury
sector also continues to see activity with Saks Fifth Avenue reportedly in talks with local
partners to open two stores.
Online retail is projected to grow 30 percent annually and reach $48 billion by 2020, driven by
high promotional activity and payment solutions such as cash on delivery. Electronics (especially
mobile phones and tablets), accessories, and lifestyle products (such as apparel and shoes)
are among the most popular online categories. Lifestyle retailers such as Shoppers Stop are
investing in omnichannel offerings to meet this demand for online. However, maintaining a
profitable online operation is a challenge, and has led to some consolidation. Two of the nation’s
largest online retailers, Flipkart and Snapdeal, are considering a merger as investors look to
lock in returns, cut losses, and focus on sustainable growth.
China: Online and offline integration
GRDI rank: 2 (down one position)
Population: 1.38 billion
Total retail sales: $3.13 trillion
Even as macroeconomic growth slowed to 6.7 percent in China in 2016, retail was a bright spot
and grew at 10.4 percent. This trend will continue, with retail sales growth expected to contribute
more than 70 percent of the country’s economic growth in 2017. As the government encourages
China’s shift to a consumption-driven economy, the country will remain attractive to retailers.
The integration of online and offline shopping is the core theme of China’s retail market today.
After years of trial and error, some retailers are starting to crack the code of capturing the
synergy between online and offline channels. Japanese fast-fashion retailer Uniqlo offers a good
example. During the popular Singles’ Day shopping marathon, it was Tmall’s top-performing
store, achieving $100 million in sales thanks to a click-and-collect option that offered store

pickup. Not only did it solve the problem of slow delivery on a peak sale day, but it also drew
traffic to the brick-and-mortar stores—a great omnichannel example.
Online retail now accounts for 14 percent of total retail sales, with more than two-thirds of that
being mobile shopping. Given the challenges of operating a store network in China, many
international brands are testing the market with a pure online play. Costco pioneered this route
in 2014 (via Tmall), and others have followed, including Sainsbury’s, Target, Aldi, Macy’s,
House of Fraser, Saks Fifth Avenue, Chemist Warehouse, Matsumoto Kiyoshi, and Topshop.
Despite successes, the online journey remains difficult for many retailers. Walmart entered
China’s e-commerce market in 2011 by taking a stake in online marketplace Yihaodian, but sold
the online business in June 2016 after five years of struggling performance.
Online retailers are seeking their own brick-and-mortar solutions as true omnichannel retail
supplants single-channel play. E-commerce giant Alibaba is introducing a concept called “new
retail,” which aims to integrate brick-and-mortar retail with its online channel, using big data
technology and modern logistics. Alibaba has invested in and partnered with leading retailers,
including Suning (China’s largest electronics retailer), Intime (a leading department store
chain), and Bailian Group (large retail conglomerate with nearly 5,000 outlets nationwide)
to offer customers better service and faster delivery options.
Alibaba has also launched its own supermarket, HEMA Fresh, which offers home delivery within
30 minutes for online orders for customers located within five kilometers of the store. JD.com,
China’s second-largest e-commerce company, plans to open more than a million convenience
stores across the country in the next five years—half of them in rural areas.
As consumers shift their spending online, the traditional brick-and-mortar retailers are facing
pressures on sales and margins, resulting in more store closures. Supermarkets, hypermarkets,
apparel chains, and department stores have suffered the most from this shift and the price
competition pose by the online channel. For foreign retailers, the competitive intensity and
profit pressures mean that hard decisions need to be made. UK fashion retailer Marksand
Spencer, for example, announced its exit from China in 2016.
A few retail sectors have offered strong growth in brick-and mortar, including health and
wellness and lifestyle. Convenience stores and premium supermarkets continue to expand in
tier 1 and tier 2 cities, targeting young middle-class consumers. Sportswear brands have enjoyed
phenomenal growth thanks to China’s fitness trend. Trendy food destinations targeting young
customers are popular, and companies such as Starbucks—which aims to double its stores in
China to 5,000 by 2021—are taking advantage.
Malaysia: Welcoming retailers and tourists
GRDI rank: 3 (unchanged)
Population: 31 million
Total retail sales: $92 billion
Malaysia’s GDP growth dipped in 2016 (4.3 percent versus 5 percent in 2015), and short-term
pressures include currency issues and inflation. However, the retail industry fared better, and its
long-term prospects are strong, thanks to an influx of tourists, higher disposable income, and
government investments in infrastructure.
Modern retail sales growth of 3.8 percent in 2016 was driven by a 6.1 percent increase in private

consumption, despite the headwinds of a depreciating currency and the 2015 rollout of a new
goods and services tax. Tourism is a cornerstone of the government’s long-term growth plan,
and the number of tourists is projected to grow from 26 million in 2016 to 36 million by 2020,
especially boosted by Chinese tourists, who have been granted visa-free entry since March 2016.
Foreign companies have made aggressive moves in the convenience segment. Japanese
retailer Aeon is set to triple its number of stores in Malaysia to 150 within three years.
FamilyMart Malaysia is aiming to open 1,000 stores by 2025, and 7-Eleven also plans to
expand. Guardian opened its first concept store in Kuala Lumpur City Center in November
2016, and it plans to open 30 more stores and refurbish 70 stores this year.
Online retail will grow at 23 percent per year through 2021, driven by electronics and media,
which will account for 40 percent of total online sales in 2017. The reach of e-commerce will
expand thanks to the government’s $280 million plan to roll out high-speed broadband access
to rural areas starting in 2016. The government, seeking to position Malaysia as a hub for cross-
border e-commerce, also established the world’s first Digital Free Trade Zone, in collaboration
with Alibaba. As part of the agreement, Alibaba will set up a regional fulfillment hub in Kuala
Lumpur and a one-stop cross-border online trading platform, which will allow Malaysia’s small
and medium-size enterprises to sell online with transactions fulfilled through Alibaba.
Meanwhile, Lazada, Southeast Asia’s largest e-commerce platform, saw 100 percent sales
growth in Malaysia in 2016, the highest growth in the region.
Malaysia’s online retail market will grow
23 percent per year through 2021, driven
by electronics and media.
Vietnam: Charging ahead
GRDI rank: 6 (up five positions)
Vietnam’s moment seems to have finally arrived. The economy is growing (estimated 6.6 percent
growth in 2017) and is shifting toward more privately owned businesses and higher value export.
With favorable government policies, urbanization, a growing middle class, and a relativity young
population, foreign retailers have reasons to be positive about the country.
The government has allowed 100 percent ownership by foreign retailers since 2015, and
favorable policy continues to usher them in, as evidenced by the 12.5 percent growth in foreign
investment in 2016. A recently concluded free trade agreement with the European Union is
expected to further boost investments in Vietnam.
Convenience stores and mini-marts are the fastest-growing segment. Circle K and FamilyMart
entered the market in 2009 and are expanding aggressively. FamilyMart plans to have more than
800 franchised stores by 2020. 7-Eleven plans to open its first Vietnamese store in 2018 in a
franchise agreement with Seven System Vietnam; a total of 1,000 stores are planned in the coming

decade. Lotte Mart plans to open 60 stores by 2020. Emart, South Korea’s leading retailer,
launched a $60 million shopping center in Ho Chi Minh City. Japanese retailer Takashimaya plans
to open a 15,000-square-meter store at Saigon Centre in Ho Chi Minh City, its first store in Vietnam.
E-commerce is growing, with sales expected to grow 22 percent to account for 1.2 percent
of total retail by the end of 2017. Steep online discounts and promotions are driving sales, but
they are also forcing firms to shut down. In the past two years, Beyeu, Deca, and Lingo have all
closed after protracted struggles. Still, new entrants and investors are making bets on the
fast-growing market. Vietnam-based VNG Corporation reportedly invested about $17 million
for a 38 percent stake in e-commerce platform Tiki.
International retailers have shown interest
in entering or expanding their retail
footprints in Indonesia.
Indonesia: Continued liberalization
GRDI rank: 8 (down three positions)
Southeast Asia’s most populous country has long been an elusive target for foreign retailers, but
continued liberalization and infrastructure investments are attracting more foreign interest into
Indonesia. Major reforms announced by President Joko Widodo in 2016 allow foreign investors
to own majority stakes in department stores and permit full ownership of e-commerce firms.
These measures are aided by continued investment in infrastructure, particularly sea and land
transport options to spur growth and offer access to less populated areas.
International retailers have shown an interest in entering or expanding their retail footprints,
including LC Waikiki (Turkey), Central Group (Thailand), Lotte Group (South Korea), and Aeon
(Japan). Health and beauty retailers have also been doing well. Indonesian multiformat retail
operator Matahari Putra Prima launched a new health and beauty concept, Boston Combo,
in North Jakarta’s Pluit Village shopping mall in 2016. The store offers a complete selection of
health and beauty products as well as services such as hair coloring. Global e-commerce
companies are also gearing up to enter a market that has traditionally been dominated by
domestic players. Alibaba’s $1 billion acquisition of Lazada signaled the e-commerce giant’s
spread across Southeast Asia, and eBay opened its first office in Indonesia, building on an
earlier joint venture with TelkomMetra. However, the news is not all positive. PT Modern
Internasional, operator of the country’s 7-Eleven convenience stores, reported declining sales
and closed 25 stores nationwide, mainly because of an alcohol ban in minimarkets.
Foreign retailers considering an entry should be wary of potential economic headwinds in the
coming years. Inflation is expected to rise to 4.5 percent at the end of 2017 (from 3.2 percent
a year earlier), which may hurt consumer discretionary spending. Current account and fiscal
deficits make the Indonesian rupiah vulnerable to negative shocks in global capital markets,
which may weaken purchasing power, particularly among low-income consumers.

Sri Lanka: Steady growth
The small island nation of Sri Lanka retains its 12th position in the Index despite sluggish GDP
growth that is the result of reduced investment from China, lower remittances, and moribund
export markets. Tourism is booming, however, aiding economic growth and creating jobs in
hospitality and construction.
Traditional retail accounts for more than 97 percent of the retail market. Supermarkets and
hypermarkets are the fastest-growing modern segments, with most stores still concentrated
in Colombo, the country’s largest city.
The government has sought to create a favorable business environment by implementing
structural policy changes. However, a 2016 increase in the value-added tax (VAT) from 11 percent
to 15 percent will increase prices of key consumer goods and affect consumer sentiment and
purchasing power.
Long-term prospects look good. As the middle class grows and incomes rise, domestic con-
sumption will increase. Retail sales are forecast to grow to $51 billion by 2022—up 70 percent
from 2017 and per capita income will rise sharply to $7,500 by 2020 from $4,000 in 2016.
Philippines: Expansion beyond the big cities
GRDI rank: 18 (down two positions)
The outsourcing industry is boosting incomes and propelling retail growth as the Philippines’
large retail market begins spreading outside of Metro Manila.
Traditional sari-sari stores, which sell everything from clothes to household goods, dominate
the landscape, particularly in rural and low-income areas. Remittances from overseas Filipinos,
a growing outsourcing sector, and strong jobs growth are buoying the Philippines’ growing
middle class. Wealthier consumers are now demanding modern retail options such as
department stores, supermarkets, and convenience stores.
Real estate developers continue to invest billions in large mixed-used projects combining
residential, commercial, and retail space. Starmalls is aiming to open five new malls in 2017,
and Robinsons plans to expand its total gross leasable space by 10 to 11 percent.
The convenience segment continues to grow, offering not only local convenience with sari-sari
stores but also services such as bill payment and mobile phone reloading. Growth in this segment
is due in part to the outsourcing industry’s 24-hour work culture, with stores serving as a place for
a quick meal or shopping during or after work. The expansion of companies such as 7-Eleven,
MercuryDrug, and Ministop has benefited from this growth. Foreign banners such as Lawson
and FamilyMart are gaining in popularity. Lawson plans to roll out 500 stores over the next five
years, and Indonesia’s Alfamart is expanding through joint ventures with SMInvestmentCorp
and plans to have 120 new stores in 2017.

As retail competition intensifies in Manila and Luzon, more retailers are expanding to less
developed regions, such as Visayas and Mindanao. International retailerH&M opened its first store
in Mindanao in September 2016, with plans for more stores in the region. Robinsons Retail plans
to make Visayas and Mindanao the targets of a capital investment of $141 million for new stores.
These regions offer retailers the opportunity to reach untapped markets and fuel rapid expansion.
Thailand’s retail market is expected to
grow at 6 percent annually through
2020, driven by rising consumer incomes
and an influx of foreign tourists.
Thailand: Resurgent market
GRDI rank: 30 (re-entry into the Index this year)
Despite political and security challenges, Thailand re-enters the Index in 30th place. Retail is
expected to grow at 6 percent per year through 2020, driven by rising consumer incomes and
an influx of foreign tourists.
Thailand welcomed a record 33 million tourists in 2016, and tourism-related revenue is expected
to grow 10 percent this year. The government is pushing tourism hard because of an expected
decline in domestic consumption, driven by the year-long national mourning for the late King
Bhumibol Adulyadej.
Popular with young urban consumers and those with rising incomes, the convenience segment
is growing, catering to consumers’ busy lifestyles with services such as bill payments, mobile
top-ups, and free Wi-Fi. 7-Eleven has more than 9,000 stores in Thailand, its largest market (by
store count) outside of Japan.
Fifty percent of e-commerce transactions are mobile, thanks to a young population (58 percent
younger than 40), high mobile penetration, and accessible mobile broadband. Global e-commerce
giants are entering, which will likely improve the overall shopping experience and bring variety to
consumers. Alibaba has announced it will bring more Chinese products to sell through Lazada,
whose third-biggest market is Thailand. Ezbuy, a Singaporean e-commerce website, has also
expanded its operations. In April 2016, retail giant Central Group acquired online fashion seller
Zalora’s businesses in Thailand and Vietnam to expand its e-commerce presence in the region.
Eastern Europe and Central Asia
One country in the top 10
Eastern Europe and Central Asia feature some different economic and retail landscapes.
In Turkey, despite growth in retail sales area, a turbulent year politically has led many foreign

retailers to exit. Romania had strong retail growth in 2016, Russia is still recovering from a
recession, and Azerbaijan and Kazakhstan have dropped significantly due to the uncertain
prospects of oil and commodities on which their economies are reliant.
Turkey: A country of paradox
GRDI rank: 4 (up two positions)
Turkey has gone through serious challenges in the past year. Terrorist attacks, an attempted
political coup, and a wave of refugees have increased political uncertainty and business risk for
international retailers. Nevertheless, the country moves up two places to 4th in this year’s Index.
Traditionally a country that relies on income from tourism, the number of foreign visitors
dropped 30 percent in 2016. Combined with consumer confidence at a six-year low, many new
retail developments and malls are empty, and with retail real estate development continuing
(20 new malls opened in 2016, and 14 more are planned for 2017), serious questions remain
about occupancy in the short term. Store closings and market exits highlight the troubles.
Tesco sold its store network in the summer of 2016, perfume and cosmetics retailer Douglas
closed its 11 stores in December 2016, and fashion retailer C&A closed its 24 stores. Some local
firms reduced their footprints: Electronics retailers Teknosa and Bimeks closed 70 and 30
shops, respectively, in 2016 amid lower demand; beauty retailer Tekin Acar closed 12 stores;
and apparel retailer inci plans to close four or five stores to improve efficiency.
Yet, some core factors help keep Turkey’s retail environment attractive to retailers. Turkey added
more than 1 million square meters of modern retail in the past year, the third highest absolute
increase among countries in the Index. Its GDP has also increased, and its population is growing
faster than other GRDI-ranked countries (1.6 percent vs. 1.1 percent). Seventy-three percent of
the population lives in urban areas, and 16.5 percent of people are between the ages of 15 and
24. With this in mind, some local firms are expanding their presence by buying out international
retailers and consolidating the traditional bakkals. A101, BİM, and Şok Market are among those
that have declared ambitious growth plans; collectively, they plan to open about 2,000 stores in
2017. The discount format is gaining speed, mostly because it appears as the alternative to the
traditional single-location shop and offers unbeatable prices.
So the question is, are local companies capitalizing on the benefits of a strong retail sector with
a limited international presence, or are these aggressive growth plans leading the sector toward
a bubble in the next few years? To answer that, international retailers need to take a long-term
view on the market’s potential returns, and the more conservative companies may opt to sit on
the fence with a more cautious approach.
Kazakhstan: Coping with challenges
GRDI rank: 16 (down 12 positions)
Kazakhstan’s GDP grew by 0.6 percent in 2016, and is expected to grow to 1.5 percent by 2019.
With two currency devaluations in the past three years, consumer spending has taken a hit.

In 2016, as consumers focused on saving, retail sales sank, and the country falls 12 spots in this
year’s rankings.
The government is developing measures to stabilize prices for important food products and
ensure transparency for sellers and consumers by setting recommended selling prices. It also
launched an initiative allowing local executive bodies to monitor the access of goods in retail
stores and to notify anti-monopoly authorities of any activities that are deemed to restrict
competition. In response to declining demand and a need to improve efficiency, foreign retailers
such as Metro and Ramstore have reduced their footprints. The economic challenges have
been amplified by Russia’s conflicts with the West, disrupting supply chains from the West
to Kazakhstan.
Still, there are some bright spots for modern retail trade as consumer tastes become more
sophisticated. Franchising is gaining popularity. Despite being a new concept, it is appealing to
Western companies, which increasingly use local partners to access the Kazakh market. Western
brands seem to have faith in the future market’s potential and are ready to invest. Starbucks,
McDonald’s, KFC, and Carrefour are entering the Kazakh market, and Leroy Merlin and
Auchan are planning to do so.
Despite a slight slowdown in Romania’s
economy that is expected for 2017, many
retailers expect to expand.
Romania: Gateway to Eastern Europe
GRDI rank: 20 (up four positions)
With 20 million people, Romania is a natural expansion target for foreign retailers looking to
enter Eastern Europe. GDP grew at 5 percent in 2016, minimum salaries increased by 19 percent,
and the value-added tax dropped from 24 to 20 percent, all positive signs for retail.
Retail sales area expanded in 2016 with 237 store openings representing a combined 200,000
square meters of store space. Several large projects were completed, including Park Lane
Mall and Veranda Mall, expanding consumers’ shopping options and attracting new brands.
International entrants included COS, Cerruti 1881, Chopard, and Boggi with several others
exploring entry, including TJ Maxx and Toys “R” Us.
The retail market saw significant M&A activity and restructuring last year. Mid Europa Partners
acquired the Profi supermarket chain, and Carrefour acquired BILLA supermarkets from
REWE Group. Other smaller transactions support the trend of consolidation and maturity of
modern retail.
Despite an expected slight slowdown in the economy for 2017, many retailers expect to expand,
with more than 300 store openings planned. Major retailers are focusing on smaller formats and
less penetrated areas outside the capital of Bucharest.

Russia: The new normal
The Russian economy continues its slow path to stabilization, but timelines remain unclear.
Although GDP contracted by 0.8 percent in 2016, growth is expected to return to 1 or 2 percent
by 2019. The ruble has proven resilient, and inflation is slowly getting back under control.
Unemployment has been declining. Although still low, consumer confidence has improved
slightly over the past year. Consumers have not yet recovered from the decline in disposable
income and still prefer value-oriented retail.
But the luxury market has recovered somewhat, driven by increased tourism and a pickup in
domestic demand. In 2016, Fendi, Valentino, and Bulgari opened stores in Moscow, and Bulgari
announced plans to expand. Chinese tourists, whose numbers increased 60 percent in 2016,
have been supporting luxury sales, thanks to lower prices compared to home.
Fifty-five international fashion retailers, including Victoria’s Secret, entered the market in 2016,
even as the overall apparel sector declined by more than 2 percent. Retailers are also targeting
opportunities in regional markets with populations of 500,000 or more. Adidas, H&M, Inditex,
Pandora, and Ecco led the way, focusing on St. Petersburg, Yekaterinburg, Nizhny Novgorod,
and Samara. Foreign apparel retailers have started exploring local manufacturing opportunities
and vertical integration. The Russian apparel industry, once highly dependent on imports, has
relocated manufacturing facilities from China and Southeast Asia to local production facilities as
labor cost differentials have been reduced because of rising wages in China and Southeast Asia.
With 18 percent growth in 2016 and 10 percent growth anticipated this year, e-commerce has
outperformed conventional retail, but logistics remains a constraint. To cope with logistics
challenges, major e-retailers such as WildBerries, Ulmart, and M.video have invested heavily
in warehousing and distribution networks. Foreign e-retailers still face issues when selling and
delivering to Russia. Operational aspects such as customs, taxes, market knowledge, and
delivery issues remain unclear for many companies, leaving the space vacant for domestic
firms to dominate.
Azerbaijan: Challenges ahead
GRDI rank: 23 (down 13 spots)
Although Azerbaijan’s GDP has begun to recover, the economic outlook remains uncertain and
dependent on oil prices. Annual inflation accelerated to 12.4 percent, driven mostly by food
prices that rose 14.7 percent year on year, and shrinking disposable incomes cut into domestic
demand. This pessimistic outlook is expected to continue amid tight fiscal and monetary
policies, but shrinking demand could help tame inflation.
The government is seeking ways to liberalize the economy. One big policy change in 2016 was
indirect tax reform. Changes introduced in the VAT redemption process for e-commerce were
aimed at helping small and medium-sized enterprises and increasing competition in retail.

Additionally, the government allowed sales of alcoholic drinks and tobacco products at points
of sale not equipped with cash registers, including mobile kiosks and stalls.
The grocery sector remains fragmented and dominated by mid-size retailers. Luxury, a historic
stronghold, also had a slow year but was less affected than other sectors by the broader
challenges, thanks to consumers less sensitive to economic conditions.
Ganjlik Mall, the country’s largest shopping center with more than 50,000 square meters of
retail space, opened in April in the capital Baku after two years of construction. Brands in the
mall will include Inditex-operated Pull&Bear, Stradivarius, and Bershka.
Middle East and North Africa
Two countries in the top 10
Six countries in the top 30
The Middle East and North Africa (MENA) is a region of contrasts: security concerns and oil price
challenges on one hand, and some of the world’s most innovative projects on the other. The
United Arab Emirates (UAE) remains the most attractive market in the region, as growth oppor-
tunities expand beyond saturated Dubai. Saudi Arabia is focusing on diversifying its economy
away from oil, and the retail sector is in the spotlight.
North Africa presents an interesting mix of political risk and rising disposable incomes, and the
region is building retail infrastructure to attract foreign companies. Morocco continues to rise
in the rankings thanks to government efforts to attract foreign investments. Mall expansion in
Algeria and a greater flow of tourists in Tunisia have supported retail expansion. Egypt, one of
the region’s biggest markets, did not make the Index because of the substantial political risk
(see sidebar: Risky Frontiers).
United Arab Emirates: Innovation-fueled growth
Although its retail market is showing the first signs of cooling from a decade of double-digit
growth, the UAE is ranked 5th this year. The country remains very attractive to retailers (86 percent
of the population lives in urban centers and retail sales exceeded $73 billion in 2016) and its risk
remains low as other countries in the region battle the effects of low oil prices and protracted
conflicts in Yemen and Syria. The resilient economy should grow about 3.4 percent annually
Risky Frontiers
The GRDI uses globally cali-
brated data to assess business
and political risk. As a result,
a number of markets meet
minimum requirements for
attractiveness, saturation, and
time pressure, but fail to pass
the global risk test.
Iran, Egypt, Iraq, Ukraine,
Venezuela, and a dozen other
significant markets are not
ranked this year, due to minimum
risk requirements, even as recent
developments in some places
(like the reelection of Hassan
RouhaniinIran)maymitigaterisk.
That said, global risk measures
might not be as relevant for
regional or local companies more
comfortable with the unique
political, business, or cultural
requirements of these risky
frontier markets.

through 2022, and its citizens enjoy high per capita income levels. While a new VAT in 2018 will
likely have an impact on retail sales, analysts remain bullish on the UAE’s long-term prospects.
Innovation has been the main theme over the past year, with mall developers sustaining
consumer interest in a maturing market through unique formats and strip malls designed for
specific communities. New concepts such as Luxury Outlet Village and Boxpark Dubai are
designed to generate wider tourist appeal. With the retail sector accounting for more than 11
percent of Dubai’s GDP, Dubai Tourism launched a retail calendar for 2017, showcasing a strong
program of shopping festivals, seasonal promotions, clearance events, and exclusive retail
experiences designed to redefine the retail experience for global travelers. Franchising giants
such as Majid Al Futtaim are focusing on new concepts such as the VOX outdoor cinemas and
expanding their Magic Planet entertainment centers and traditional mall developments.
Retailers are engaging with consumers and their ever-changing shopping patterns using flash
sales and digital technologies. Past attempts to increase top-line revenue with a larger store
footprint have been replaced with a focus on managing expenses, opening digital channels,
and improving operational efficiencies.
Finally, the UAE has seen a surge in e-commerce platforms and other technology offerings.
E-commerce growth has averaged 30 percent over the past few years, and with Amazon’s
acquisition of Souq.com and the launch of Noon.com (a new e-commerce venture backed by
Emaar Properties and Saudi Arabia’s Public Investment Fund), we expect more activity and
growth in this space.
Morocco: The jewel of North Africa
GRDI rank: 7 (up seven positions)
Morocco’s retail sales grew 13 percent in 2016. Combined with continued economic and
political stability that have made Morocco a leading tourist destination, the country offers
plenty of opportunities for investors. More than 10 million tourists came to Morocco in 2016,
the most in North Africa.
The government is capitalizing on the positive momentum and introducing investor-friendly
policies. For instance, a 2016 law aims to create 12 free-trade zones across the country, offering
incentives for export-oriented companies while centralizing all investment activities under
the Moroccan Investment Development Agency. Finance officials plan to introduce mobile-
to-mobile payments for retail and utility transactions, boosting the country’s organized retail
sector. Individual regions are making their own development plans, including Casablanca’s 2015–
2020 Strategic Development Plan, which aims to boost socioeconomic inclusion, connectivity,
and mobility while encouraging the development of the city as an international financial center.
Mall developers have welcomed the creation of real estate investment trusts with seven malls
expected to open by 2020, doubling the country’s available mall retail space. Retailers are
following suit with Tati, a French value retailer, opening its first store in Casablanca and Africa’s
largest Zara Home set to open in Morocco Mall this year.
However, consumers’ clear preference for more affordable brands has led to some change.
Galeries Lafayette closed its store in Morocco Mall, while Aksal Group has shifted investment

to more affordable brands like Maison du Monde. In a separate development, Groupe Casino’s
discount chain, Leader Price, announced a five-year plan to open 50 supermarkets.
Saudi Arabia: A new country vision
GRDI rank: 11 (down three positions)
Saudi Arabia is facing its most challenging economic conditions in a generation: GDP per capita
(at constant prices) shrank 0.8 percent in 2016, and the government cut spending to curb a
huge budget deficit from oil revenue declines. Hoping to diversify revenues and balance the
budget by 2020, the government froze major infrastructure projects, introduced unprecedented
cuts to fuel and utility subsidies, and announced plans to introduce a value-added tax of up to
5 percent in 2018, in line with other Gulf Cooperation Council states.
Eased restrictions on FDI ownership,
business-friendly regulations, and
financing for small retailers will
strengthen Saudi’s retail market.
However, the $114 billion retail industry has been relatively resilient. It grew 4.6 percent in 2016,
driven by new market entrants and store openings across segments. And the long-term outlook
remains strong. The government hopes to provide retail job opportunities for an additional million
Saudis by 2020, and it is aiming for modern formats and e-commerce to make up 80 percent of
the market. Recently eased restrictions on FDI ownership, allowing 100 percent foreign ownership
in retail, along with business-friendly sector regulations and increased financing to small retail
enterprises will strengthen support for the sector.
In apparel, US-based fashion retailer Abercrombie&Fitch announced a franchise agreement with
Dubai-based developer MajidAlFuttaim (MAF). Japan-based fashion retailer MUJI has announced
plans to open its first store in Riyadh, in partnership with Kuwait’s Alshaya. US-based footwear
and accessories retailer DSW also announced plans to open 40 stores in Saudi Arabia and other
GCC countries starting in 2017, in partnership with UAE-based retail conglomerate ApparelGroup.
Other retailers have expanded or announced plans to expand. Sacoor Brothers and MAF
announced the opening of three boutiques with a fourth planned this year. Sephora expanded
with two new stores. Lulu Group extended its operations with a new hypermarket opening and
plans to open another six this year, taking their investment in the country to more than $400
million. Swedish IKEA plans to open a store in Jeddah in 2017.
Mall development plans have been robust as well. MAF will spend $3.7 billion on two landmark
shopping malls in Riyadh, the Mall of Saudi and City Centre Ishbiliyah. Home to the country’s
first snow park, the development includes 300,000 square meters and is expected to be
completed by 2022.

Finally, e-commerce has also witnessed renewed momentum. Saudi Arabia’s PIF and Dubai
property developer MohamedAlabbarare joining forces to launch a platform called Noon, based
in Riyadh and expected to launch in 2017 in Saudi Arabia and the UAE, followed by Kuwait and
Egypt. Noon will host 20 million products, from fashion and baby goods to books and electronics.
Algeria: Retail is resilient amid a difficult year
As oil revenues fall, Algeria’s economic circumstances remain difficult and consumer spending
has dropped. Fear of political instability remains in the wake of a thwarted terrorist attack at the
newly opened Park Mall in Sétif during Ramadan, which has impacted investment decisions.
In addition, despite recent retail development, modern retail is expensive for most in a country
with a relatively low-income population.
Yet retailers consider the long-term prospects to be promising, reflected in large part by mall
openings. International, franchise-backed retailers in out-of-town shopping malls continue to
benefit from foreign investment and lower commercial rents, with several noteworthy openings.
In November, family-owned real estate developer Engobat opened Festival City, a shopping
mall in the strategic fast-growing city of Batna. The eight-story, 7,500-square-meter mall has 80
stores and 10 restaurants in an $18 million development that includes a commercial area, an
artistic and cultural area with an art gallery, a leisure area, and a business center with
conference rooms. Engobat has plans to open additional malls.
Another shopping center opened in the coastal city of Oran in July. The mall occupies 20,000
square meters with 4,000 square meters for commercial use. The chain owner, Ardis, plans to
open four more shopping centers in Tizi Ouzou, Biskra, Ouargla, and Annaba, buoyed by the local
government’s ambitious plans to fight illicit trade by developing the modern retail segment.
Jordan: Challenging market with opportunities
GRDI rank: 15 (down two positions)
Jordan’s economy is gradually recovering from the aftershocks of regional conflicts. The Syria
conflict has created socioeconomic pressures from the influx of refugees, has affected tourism,
which contributes about to 20 percent of Jordan’s GDP, and has disrupted regional trade due to
border closures. The government’s austerity measures are facing opposition, and unemployment
is relatively high at about 15 percent. Yet, the economy remains on the rise. In 2016, GDP grew at
an annualized rate of 2.3 percent, and the World Bank projects an increase to 2.6 percent this
year, driven by recent commitments to provide Jordanian garment exports more tariff-free access
to Europe, coupled with a Saudi commitment to invest $3 billion in a joint investment fund.
Several ambitious retail developments have materialized amid this optimism. The long-awaited
Abdali Mall, owned by private developer Abdali Mall Company, finally opened its doors in
Amman in May 2016. The 227,000-square-meter mall has five floors hosting international brands,
chain restaurants, a nine-screen cinema, a spacious supermarket, and a family entertainment

center. Many brands have already set up shop in the mall; regional franchisee Azadea entered
with 13 brands: Zara, Massimo Dutti, Bershka, Pull&Bear, Oysho, Zara Home, Jules, Sunglass
Hut, Punt Roma, Promod, I AM, Calzedonia, and PAUL. Fashion brands Tati, Matalan, Boggi,
and Tezenis opened outlets at the mall, as did Jordanian supermarket Cozmo. Adidas opened
a HomeCourt retail concept store, covering 471 square meters and featuring a unique stadium-
like experience. At the Taj Lifestyle Mall, the Armani Group opened its first Emporio Armani
Caffè in Amman.
However, Jordan remains a difficult retail market because of high taxes (20 percent custom fees,
8 percent sales tax, and duties on luxury goods recently increasing by 16 percent) and high
operational costs, driven by relatively high salaries and rents.
Latin America moves in different direc-
tions. Some countries see strong growth,
while others battle major pressures.
Tunisia: Positive trajectory
Tunisia rises amid small improvements across all dimensions of the Index. The economy
continues to struggle from the aftereffects of its 2011 revolution and terror attacks on tourists in
2015. High inflation (nearly 5 percent in March 2017) and currency depreciation triggered by
declining tourism have created uncertainty. Tourism accounts for 8 percent of Tunisia’s GDP, and
revenue was down 35 percent in 2016 compared to 2015. Yet, there are glimmers of hope. GDP
growth is expected to double to 2.3 percent in 2017, and tourism is expected to recover gradually.
Organized grocery retail remains underdeveloped, especially compared with neighboring
Morocco and Algeria. However, as companies like Carrefour Market, Monoprix, and Mg Maxi
increase their market presence through store openings and aggressive pricing, the sector’s
appeal will grow and consumer behaviors will shift.
Tunisia Mall, which opened in late 2015, continues to attract brands into the country.
E-commerce recorded double-digit growth in 2016 as consumers’ confidence in delivery
and online payments increased.
Latin America
Two countries in the top 10
Six countries in the top 30
Latin America is a significant region for international retail expansion. However, countries in the
region seem to be moving in different directions. Some display consistently strong fundamentals,
such as Peru, Colombia, and Paraguay, while regional giant Brazil dropped to an all-time low
amid a crippling recession and political crisis.

Overall, years of sustained growth have built a middle class that is eager to consume, leading to
above-average retail growth, even in an economic slowdown. More countries are also opening
their markets with free trade agreements that seek to strengthen the regional trade market.
Peru: Latin America’s leader
Peru continues to outperform other regional economies, the result of two decades of solid
growth. GDP growth is expected to average 3.5 percent for the next three years, and inflation is
expected to remain under the upper limit target of 3 percent. Retail sales should continue to
benefit from increased consumer spending (growing at 10 percent annually), a growing middle
class, and strong consumer confidence.
Peru is making efforts toward integration and free trade. Bilateral free-trade agreements with
strategic markets such as China, the European Union, Latin America, and potentially India will
keep investment and trade flows strong over the coming years. Liberal policies are attracting
international firms. After years of dominance by Chilean retailers such as Ripley, Cencosud,
and Falabella, Peru is a hot spot for international retailers to invest, particularly in the apparel
and specialty retail sector. Apparel companies Victoria’s Secret, Tiffany’s, and Children’s
Place plan to enter the country, and H&M expects to expand to eight stores this year.
The market is showing signs of consolidation. Intercorp, a national conglomerate with
businesses in financial services, education, and retail, has been leading efforts to consolidate.
After entering the sector in 2003, the company has acquired chains in grocery (more than 100
stores with SupermercadosPeruanos, PlazaVea, and Vivanda) and pharmacy (1,000 Inkafarma
stores) as well as developed businesses in shopping centers (18 Real Plaza malls) and home
improvement stores (17 Promart centers). Mifarma became Peru’s largest pharmacy chain after
acquiring Boticas Arcángel.
Other Peruvian companies are also investing heavily in the retail segment. Corporación
Lindley, originally focused on beverages production and distribution, expects to open 500
Tambo convenience stores over the next five years. In fact, convenience stores (bodegas) have
been a modernizing force in the food sector, representing nearly a third of modern food retail
after double-digit growth over the past four years, thanks to propositions aimed at the growing
middle class, such as ready-to-eat meals and convenient urban locations.
Colombia: Strong fundamentals
GRDI rank: 10 (up five positions)
Colombia is Latin America’s fourth-largest market based on household spending, making it
attractive for retailers despite lower-than-expected GDP growth of 2 percent in 2016.
Recent events such as voters’ rejection of the FARC peace agreement and a tax reform that
increased consumer taxes negatively impacted consumer confidence but created opportunities

for value-oriented discount retailers, private labels, and local product offerings. The top
discount retailers PriceSmart, Justo y Bueno, and D1 have seen 70 percent growth since 2015.
Consumer demand for convenience has driven retail footprint expansion. In the past five years,
60 shopping malls have opened, with 75 more planned in the next five years.
Retailers continue to expand their footprints. In discount grocery, Ara opened 79 stores, Justo y
Bueno opened 110 locations across the country over the past year, and D1 opened 150 stores in
2016, bringing the total to 5,657 stores. Drugstore Comfandi announced a $100 million
investment to update stores and open new doors over the next five years. Despite a few exits by
international brands such as Aeropostale and Gap, new entrants have moved into the country,
including sporting goods retailer Decathlon and luxury accessories brand Jimmy Choo. H&M
and Replay are expected to open their doors in 2017.
Colombia has one of Latin America’s
highest Internet penetrations at about
60 percent.
E-commerce is an area of opportunity. Although only about 1 percent of retail sales, it grew 22
percent last year and will keep growing despite a continued preference for cash payments (57
percent of online shoppers pay cash on delivery). Convenience is driving much of e-commerce
growth in metropolitan areas, where companies such as Rappi provide same-day delivery across
a multitude of retailers, saving consumers a trip in heavy traffic. E-commerce sales are mostly
driven by electronics (42 percent of sales) and the apparel, accessories, luggage, and leather
goods segment (22 percent). Colombia has one of Latin America’s highest Internet penetrations
at about 60 percent and is home to South America’s fourth-largest online audience.
Dominican Republic: A small gem
Despite relatively low GDP per capita, trade-friendly policies make the Dominican Republic an
attractive destination for investments. The reelection of Danilo Medina signals another four
years of pro-business policies. While income inequality (41 percent of the population was below
the country poverty line in 2015), high unemployment (15 percent), and lack of credit are
challenges for modern retail, specific sectors such as luxury and casual dining continue to grow
as tourism increases and the number of high-net-worth individuals increases.
International retailers are already present across categories in the Dominican Republic.
Fuddruckers opened an express location after a successful first restaurant at Galleria 360 in
2014. Baskin Robbins, Burger King, KFC, Taco Bell, Subway, Dominos, Papa John’s, Krispy
Kreme, Wendy’s, and Pizza Hut also have a presence. In apparel and accessories, several
luxury and prestige brands are already present including Longchamp, Pandora, Swarovski,
Tom Ford, Prada, Roberto Cavalli, TAG Heuer, D&G, Michael Kors, Gucci, and Hugo Boss,
many of which are in the capital city of Santo Domingo.

Despite infrastructure challenges, continued GDP growth and rising incomes make the
Dominican Republic a small gem for retailers in the long term. Mobile (79 percent) and Internet
penetration (49 percent) are creating e-commerce opportunities, but underdeveloped credit
offerings may require cash-on-delivery infrastructure.
Paraguay: Exciting developments
GRDI rank: 19 (up six positions)
Paraguay’s GDP growth reached a high of 4.1 percent in 2016, compared with 3 percent in
2015—well above Latin American and global averages. The growth is driven by investments
in the construction and energy industries and supported by debt after the country debuted
in the foreign bonds market in 2013. Additionally, recent efforts to promote manufacturing
through maquilas—investment incentives to encourage international companies to invest in
Paraguay—are showing promise, with rising value-added exports establishing a foundation
for an industrial sector.
Bolivia makes its first appearance in the
GRDI, after a decade of annual 5 percent
GDP growth.
Economic success and political stability have been attracting foreign retailers as well: Zara,
Guess, Call It Spring, and Forever 21 entered in 2016, and Guess’s expansion continued
through its long-term distribution partnership with Starship Commercial S.A.
The grocery sector will see Supermercado DIA enter in 2017 with 22 stores. It is reportedly
partnering with two local distributors—Distribuidora Paraguaya de Alimentos S.A. (Dipasa)
and Distribuidora Gloria—with plans to expand to 90 stores within five years.
Bolivia: The new Latin American frontier
GRDI rank: 28 (new entrant)
After a decade of 5 percent average GDP growth driven by natural gas and mining exports,
Bolivia enters the Index for the first time this year. The strong economic growth and welfare
policies have created a growing middle class eager to consume. With access to the Internet
and financial credit boosting demand, retail sales grew by 7 percent in 2016.
The retail sector is dominated by street markets and neighborhood stores, which represent
70 percent of retail. Although proximity and convenience are gaining relevance, price is still the
deciding factor for many consumers, posing a challenge for modern retailers with their higher
tax, labor, and quality burdens.

Still, international retailers are beginning to enter Bolivia. In 2016, Justice, Under Armour, and
Forever 21 opened their first stores in the country. Pharmacy chains are differentiating with
health and beauty offers, customer experience, and loyalty schemes. Bolivia’s largest chains—
Farmacorp, Farmacias Chávez, and Farmacias Hipermaxi—have increased their store
footprint from 78 to 185 in the past several years.
Brazil: Hoping the worst is over
GRDI rank: 29 (down nine spots)
Brazil reaches its lowest GRDI ranking ever, on the back of a contracting economy (GDP
decreased 3.6 percent in 2016), record unemployment, and chaotic politics. President Dilma
Rousseff was impeached in August 2016; Eduardo Cunha, speaker of the lower house of the
Congress, was convicted of money laundering and corruption; and President Michel Temer’s
mandate is under threat as evidence of fraud in the Dilma -Temer presidential campaign have
emerged. The Brazilian Central Bank has already revised projected GDP growth for 2017 down
from 0.8 percent to 0.5 percent.
The retail industry had its worst performance since 2007, a decline of 4.8 percent driven by
decreased consumer spending and retail sales, which were impacted by the political instability.
Clothes and shoes were hit hard as Brazilians reduced their discretionary spending amid high
levels of debt. For the first time in recent history, more stores closed than opened in 2016—
18,000 total, or roughly 15 percent of all stores in shopping malls—and sales volumes plunged
3.2 percent. Walmart closed more than 60 stores last year. International brands with limited
visibility in Brazil, such as Red Lobster, Ladurée, Cacao Sampaka, Vilebrequin, Kate Spade,
bareMinerals, and Longchamp, closed the few stores they had in the country. And Sears,
Bebe, and Aeropostale shelved expansion plans.
Amid the gloom are some glimmers of hope. Consumer confidence levels are at a three-year
high. Some new formats and channels are thriving. Lower-price cash-and-carry channels
(atacarejos) continue to post double-digit growth, with companies such as Carrefour and GPA
focusing on this channel. GPA, for example, plans to convert 15 to 20 hypermarket stores into
atacarejos. E-commerce has also been thriving as online sales increased 11 percent and mobile
shopping grew 90 percent in 2016. The number of Brazilians who buy online has been growing
in part because of lower prices online.
The beginning of 2017 was also marked by new entries and acquisitions. Luxottica bought
Óticas Carol, and KIKO Milano opens its first makeup store in Brazil. Other international
retailers are also expanding. Starbucks plans to triple the number of stores in Brazil, and
Sephora will open at least four stores in 2017.
The country is taking a slow and painful path to recovery. President Temer has been pushing
an unpopular agenda and much-needed structural reforms with the help of a supportive
Congress. Federal spending control, fiscal responsibility, and pension system reform should
help contain the country’s massive public debt and restore investor confidence. Proposals to
simplify tax laws and control corruption may also boost businesses’ confidence in Brazil’s
institutions.

Sub-Saharan Africa
No countries in the top 10
Retailers have long been attracted to the sheer size of sub-Saharan Africa, and retail opportu-
nities in the region are plenty as urbanization and economic development continue.
But the region is quite varied—the five countries ranked this year are all very different and have
their own nuances. Countries such as Côte d’Ivoire ($14 billion in retail sales), Tanzania ($17
billion in retail sales), and Kenya ($28 billion in retail sales) have emerged as some of the region’s
fastest-growing economies and, because of their relatively low market saturation, present an
opportunity for retailers willing to take the risk that comes with doing business there.
Meanwhile, Nigeria ($109 billion in retail sales) faces some serious challenges, including lower
oil prices, security threats, and corruption, which have overshadowed its rapid growth. South
Africa’s market ($94 billion in retail sales) remains saturated with strong local players.
The size, growing urbanization, and
economic development of sub-Saharan
Africa are drawing retailers.
Côte d’Ivoire: Attracting investors
The combination of an underpenetrated market and GDP growth of 8 percent makes Côte
d’Ivoire an attractive target for retailers that can manage the risks.
More than half of retail transactions in Côte d’Ivoire occur in informal markets, especially outside
the main economic capital of Abidjan, so modern retailers must compete with thousands of
small, single-location outlets. The two dominant retailers—Prosuma and Compagnie de
Distribution de Côte d’Ivoire (CDCI)—combine for about $600 million in sales, leaving plenty
of room for new retailers to capitalize on the opportunities.
Carrefour’s 2015 entry put considerable pressure on incumbent retailers, spurring them to
invest more in operations to compete. CFAO, Carrefour’s partner through a joint venture,
announced plans to open six more Carrefour stores throughout the country by 2020. Prosuma
is looking to bolster its number of outlets, while CDCI unveiled plans to strengthen its distri-
bution network with a distribution center in Abidjan.
Despite public and private investments, infrastructure remains a challenge for retailers. Political
stability is somewhat fragile, as highlighted by the civil servant strike early this year. Yet the
government is pressing ahead with business-friendly reforms and improving policy to make
market conditions more stable and attractive to retail investors. The National Development Plan
for 2016–2020 includes major structural reforms to achieve sustained economic growth.

E-commerce is in its infancy. Internet access is low (15 percent of the population), and
infrastructure constraints make it challenging for operators to scale up to cover the fixed
costs of distribution. But some established African e-commerce companies, including
Jumia, Afrimarket, and Vendito, are making a mark in categories such as appliances
and apparel.
Tanzania: A new frontier
GRDI rank: 21 (new entrant)
With a large population, a fast-growing economy (7.2 percent GDP growth), and an underdevel-
oped retail market, Tanzania makes its Index debut. Of course, there are some big challenges.
Less than a third of the population is urbanized, about 70 percent of Tanzanians live on less than
$2 a day, and infrastructure and real estate are limited, factors that make informal, open-market
trade the dominant channel. Modern trade accounts for only about 10 percent of sales.
Some retailers have proven willing to endure short-term pains for an early foothold in this
market. American Supermarket opened a store in Tanzania in April 2016 and plans to open two
more soon; it expects 15,000 to 20,000 customers a day at its Dar es Salaam store. Road and rail
networks are limited, making it expensive to move goods across the nation, and poor electricity
coverage makes it challenging to operate stand-alone modern retail stores. Formal retail
formats are rare, and current retail space in the capital of Dar es Salaam consists of two major
modern shopping centers: Mkuki House Shopping Mall, a newly completed 25,000-square-
meter center, and the 19,000-square-meter Mlimani City, which has attracted international
retailers such as South Africa’s Game and Mr. Price, KFC, and Dubai’s Landmark Group.
Two of the largest supermarket chains—Nakumatt and Uchumi—announced plans to reduce
their investments because of struggles in their home market of Kenya.
Kenya: East Africa’s largest retail market
A growing population, increasing per capita incomes (4.4 percent growth in 2016), urbanization,
and a property boom make Kenya attractive for modern retail. Despite a recent economic
slowdown triggered by severe drought, persistent threats from terrorist attacks, and macro-
economic issues, Kenyan retail still draws interest from international retailers.
The retail market is diverse; the environment in Nairobi varies a good deal from the rest of the
country. Mall penetration in Nairobi is high with occupancy levels averaging 83 percent and
with new mall openings, such as the Two Rivers Mall in the outskirts of Nairobi, the competition
for anchor tenants is likely to intensify, giving international retailers an opportunity to set better
terms for occupancy. This is putting pressure on mall developers that are currently seeing
returns on investment averaging 8.7 percent. However, an array of retail opportunities is still
available, most notably in second-tier city shopping centers. Consumers’ demand for conve-
nience has fueled the development of malls, which offer a multi-faceted shopping experience.

Improved infrastructure has also enabled retail shops to expand into untapped rural and semi-
urban markets.
Although traditional retail is still strong with about 70 percent of Kenyans doing their daily
shopping in open markets and through informal channels, shopping habits continue to evolve.
Preference for organized retail formats and global brands is growing, creating more opportu-
nities for international players. Botswana’s Choppies plans to open as many as 40 stores by
2020 in Nairobi, Narok, Nakuru, and Eldoret, offering branded food and non-food products
focused on value- and convenience-conscious consumers. Meanwhile, Carrefour opened its
first two stores in Kenya, including a 7,200-square-meter store in Two Rivers Mall that sells more
than 30,000 food and non-food items. Apparel and luxury retailers are also expanding. Turkish
clothing line LC Waikiki and Austria-based jewelry multinational Swarovski both entered the
market this past year.
South Africa: Intensifying competition
GRDI rank: 26 (up one position)
South Africa has always been a fairly unique market in the GRDI: more developed, urbanized,
and saturated than its African peers. The country has numerous shopping malls in its three
largest cities, Johannesburg, Cape Town, and Durban. Developed supply chains, relative
political stability, and a sizable middle and upper class make South Africa a relatively mature
retail market. However, a stubbornly high current account deficit (3.3 percent of GDP in 2016
compared with 1.5 percent in 2010) and sluggish economic growth (0.1 percent in 2016) remain
areas of concern.
Local retailers continue to seek new ways to grow despite economic struggles and increasing
competition. Grocery retailers Woolworths, Pick n Pay, SPAR, and Checkers, which dominate
local shopping centers, are locked in fierce competition because of the limited level of product
differentiation and negligible switching costs. Efforts to consolidate are under way with mixed
results. In February 2017, South African retail group Steinhoff and supermarket chain ShopRite
abandoned a $14 billion deal to create Africa’s biggest shop network in the face of criticism
from some of ShopRite’s shareholders.
South Africa’s outlook is more encouraging in other sectors. Apparel is forecast to grow at a
CAGR of more than 4 percent through 2020 to $8.4 billion in value, compared with $7 billion
in 2015. H&M, which entered in 2015, reported sales of about $76 million last year in fewer than
10 stores and plans to open two more stores this year. This will put pressure on local apparel
retailers such as Mr. Price.
Online and mobile shopping is also growing rapidly. E-commerce is projected to grow at
about 26 percent CAGR through 2020, and mobile shopping growth will be even higher.
In 2016, mobile shopping spending increased by 65 percent, prompting significant new
investments and consolidation. Naspers, Africa’s biggest e-commerce and digital company
and its largest publicly listed company, recently invested $70 million to acquire a majority
share in Takealot Online, South Africa’s largest e-commerce company. Additionally, pure
online apparel and footwear companies such as Runway Sale, Superbalist, Spree, and
Zando have emerged.

New malls such as the Mall of Africa, which opened in Gauteng in April 2016, and the Fourways
Mall mega expansion, which is said to cover 175,000 square meters, provide growth opportu-
nities. Expansion outside the main cities has started to become more attractive, but retailers are
still experimenting with pricing and assortment strategies needed to penetrate these markets.
Nigeria: Dormant giant
GRDI rank: 27 (down eight positions)
Africa’s economic expansion of the past decade was fueled by the commodities boom and
increasing industrial activity. However, with falling commodity prices, African oil exporters
face serious challenges from depreciating currencies, corruption, and deep cuts in govern-
ment spending. In many ways, Nigeria symbolizes this reality. Uncertainty now hangs over the
prospects in this West African nation, and its country risk has increased. Overall, Nigeria
presents immediate challenges, yet its large population, growing middle class, and long-term
potential keep it on the radar.
Nigeriaremainsanattractivedestination
for e-commerce companies, with online
retail expected to grow at a double-digit
rate through 2020.
Two trends stand out. The first is the development of shopping centers where Nigerians are
slowly shifting to the modern shopping experience. Although mall development has slowed
from its rapid growth over the past few years, new developments have not been shelved. A $50
million mega-mall is set to be constructed in Ikeja, and construction on the new Yantebura
mall in Kano is also set to begin soon.
The second is the increasing importance of e-commerce. Given its size, Nigeria remains an
attractive destination for e-commerce companies, with online retail expected to grow at a
double-digit rate through 2020. An estimated 53 percent of Nigerians access the Internet,
and mobile shopping is growing rapidly. Jumia, the country’s largest e-commerce company,
estimates that 63 percent of its customer orders are placed via mobile. Although online growth
is hampered by limited logistics and payments infrastructure, new entrants are attracted to the
growing market knowing these barriers will be overcome over time.
Formal grocery retail is still in its infancy. Large retailers such as South African retailer ShopRite,
Dutch retailer SPAR, and local retailer Addide make up 1 percent of the country’s grocery sales.
South African retailer Pick n Pay announced plans to enter Nigeria in 2017 through a local
partner, Lagos-based AG Leventis & Co. On the other side of the spectrum, two other South
African retailers, clothing retailer Truworths and food and apparel chain Woolworths,
announced plans to close their stores and exit the market.

Thinking About E-Commerce? You’d Better Pick
Up the Phone
Shopping on smartphones and tablets will be a major driver of online sales in emerging markets
over the next few years, outpacing developed countries (see figure 4). In this year’s special
feature we look at the outsized impact that mobile shopping is having on retail in developing
markets.
In many markets, online shopping is mobile shopping
In most emerging markets, mobile phones are the most affordable connected devices available.
And with coverage of 3G and 4G wireless technology spreading while prices for mobile devices
and data plans drop, the Internet has become more accessible and more affordable. In fact, for
many consumers, phones’ speed and accessibility make mobile the only online channel—a stark
difference from most developed markets, where there was a long path from catalog to desktop
to laptop to smartphone (see figure 5 on page 28).
Annual spending on mobile shopping in 10 large emerging markets (China, India, Indonesia,
Philippines, Thailand, Vietnam, South Africa, Nigeria, Brazil, and Colombia) is estimated at
$275 billion.
Sources: Euromonitor; A.T. Kearney analysis
Figure 4
Emerging markets are ahead of developed markets in growth of mobile shopping
Emerging markets
Developed markets
0 50 100 150 200
United Kingdom
Nigeria
United States
Canada
Germany
France
Indonesia
China
India Vietnam
10
20
30
40
50
60
70
80
Mobile shopping sales growth
(%, 2012–2016)
Mobileshareofonlinesales
(%,2016)

Mobile shopping: Leaders knocking down barriers
The rapid growth of mobile shopping and the size of the opportunity have prompted several
start-ups and established e-commerce giants to ramp up and capitalize on the trend, while also
focusing on addressing the challenges that deter adoption (see figure 6). In India, Snapdeal
addressed connectivity issues by shortening the mobile buying process to three clicks. Flipkart
worked with browsers to configure a “lite” version of its mobile shopping site.
To support payment in cash-heavy economies, retailers have either partnered with or acquired
payment solutions companies. Amazon recently purchased Indian online payment Emvantage,
and in China, Alipay and WeChat drove high adoption of mobile. Fulfillment and distribution
are also being addressed. In Nigeria, Jumia built its own fleet of 200 vehicles to deliver in
Nigeria’s top cities, and in India, Amazon has hired small shop owners to serve as pick-up points
in exchange for a small commission on each package.
Sources: news releases, Euromonitor; A.T. Kearney analysis
Figure 5
Mobile phones are the preferred device for online shopping in emerging markets
% of online shoppers who prefer mobile to shop online, 2016
India
50
China
50
Vietnam
60
Nigeria
70
Indonesia
83
Sources: Euromonitor; A.T. Kearney analysis
Figure 6
E-commerce is dominated by pure-play online retailers in emerging markets
Canada
16
United
Kingdom
41
China
73
Nigeria
81
France
20
United
States
42
Malaysia
80
India
86
E-commerce market share of top four pure-play online retailers (%, 2016)

Efforts to knock down adoption barriers are showing clear results. Snapdeal mobile sales rose
by 55 percent in 14 months. An estimated 70 percent of Tmall and JD sales in China are from
mobile. Southeast Asian leader Lazada says almost 60 percent of sales come from mobile
shoppers, and in Nigeria, Jumia estimates that 63 percent of orders are via mobile. It’s little
surprise these companies dominate the online landscape in these markets—and little surprise
that many single-brand retailers are seeking to partner or sell through these dominant emerging
market players to gain a mobile foothold. However, access to these platforms comes at a cost.
Brands typically pay commissions to online retailers (as high as 15 percent) or allow the retailer
to purchase inventory at a discount of about 30 percent. The highest cost, however, may be the
loss of control over brand presentation, forcing the brand to compete primarily on price, which
puts pressure on margins. Retailers that want to retain control and go at it solo face the prospect
of heavy investments in logistics and payments infrastructure.
Challenging core assumptions: More than just an app
Mobile shopping’s growth goes beyond merely having a mobile-ready website or application.
It allows retailers to challenge some core assumptions on how retail is done:
Market entry. Traditional ways of entering a market through owned stores, joint ventures, or
franchise models are time-consuming and expensive, especially when compared to the online
model where a dominant partner gives retailers access to millions of customers almost instanta-
neously without the costs of establishing store networks or training associates. For example,
Aldi is entering China exclusively via Tmall—the first time it has entered a new market online—
and fulfilling its China orders via suppliers in Australia. This strategy allows the company to learn
about Chinese shopping habits and customers quickly and cost-effectively.
Retail’s role in the value chain. Traditionally, international brands have looked at local partners
as franchise operators of stores or distributors for their goods while retaining activities higher
up the value chain, such as brand strategy, store network, and footprint expansion. However,
mobile shopping expansion and the dominance of some local players have raised questions
about this model. In India, Spanish fashion retailer Mango will have its entire online and offline
distribution managed by Myntra (Flipkart’s e-commerce fashion subsidiary), including setting
up and managing 25 Mango stores. In other words, a local e-commerce company is now
managing the omnichannel strategy in a major market for a global fashion brand.
Influencingshoppingbehaviors. Traditional methods of influencing customer behaviors,
especially in emerging markets, are often based on static, one-size-fits-all sales and promotions.
And in many emerging markets, heavily discounted or low-margin items are the primary sales
drivers on mobile. However, mobile’s expansion and customer and location data present new
opportunities to influence shopping behavior. SKPlanetCo., owner of e-commerce marketplace
giant elevenia, recently purchased Shopkick, an online app company that rewards people for
location-based activities, such as walking into a retail store and scanning product barcodes on
their phone. Such data-driven strategies may allow retailers to better control mobile purchasing
and shopping behaviors while also driving traffic away from dominant platforms to their stores or
apps, where they have more control over brand experience and margins.
Online and mobile retail in developed markets will lead to a reallocation of value-chain margins—
particularly for retailers without much experience in online or omnichannel (if there are any left).
But the rapid development of mobile retail in developing markets and the substantial investments
being made into physical and financial infrastructure and communications require a rethinking of
the value of brands, formats, and assortments.

A Paradigm Shift in International Expansion
Successful retail has always been built on an effective format, efficient operations, and scale.
Until recently, the capability to plan and execute a far-flung network of retail shops was the
purview of a handful of global companies or very narrow vertically integrated luxury firms.
But while the business environment makes it harder for global companies to manage the
complexities of a multinational operation, regional and local companies are getting better
at building and executing successful formats and efficient operations.
This year’s GRDI shows the fault lines in established patterns of development. Whether those
fault lines expand depends on the power of new players, the flexibility of existing companies,
and the disruptive capacity of technology.
Authors
Hana Ben-Shabat, partner, New York
hana.ben-shabat@atkearney.com
Michael Moriarty, partner, Chicago
michael.moriarty@atkearney.com
Yana Petrova, consultant, Dubai
yana.petrova@atkearney.com
Rajat Mukherjee, consultant, Toronto
rajat.mukherjee@atkearney.com
The authors wish to thank the following people for their valuable contributions to this paper: Flavia Freitas,
Beatriz Kinguti, Manola Soler, Gorkem Arslan, Silviu Ciocianu, Santosh Mahale, Lays Badra, Daniela Benjamin,
Cristina Peruyera, Larisa Prokopenko, Sergey Anoufriev, Alexey Korobkin, Artem Parshenkov, Stanislav
Nosulenko, Karan Dhall, Chaitanya Sood, Tina Si, Punda Lawansiri, Glenn Toh, Smriti Tankha, Priyasha Churiwal,
and Akilah Huguley.

Appendix:
About the Global Retail Development Index
The annual A.T. Kearney Global Retail Development Index ranks 30 developing countries on
a scale of zero to 100—the higher the ranking, the more urgency to enter a country. Countries
are selected from 200 nations based on three criteria:
Country risk. Greater than 35 in the Euromoney’s country risk score
Population size. Five million people or more
Wealth. GDP per capita of more than $3,000 (The GDP-per-capita threshold for countries with
more than 35 million people is more flexible because of the market opportunity.)
Scores are based on the following variables:
Country and business risk (25 percent)
Country risk (80 percent). Political risk, economic performance, debt indicators, debt in
default or rescheduled, credit ratings, and access to bank financing. The higher the rating, the
lower the risk of failure.
Business risk (20 percent). Business cost of terrorism, crime, violence, and corruption. The
higher the rating, the lower the risk of doing business.
Market attractiveness (25 percent)
Retail sales per capita (40 percent). Based on total annual sales of retail enterprises, excluding
taxes. A score of zero indicates an underdeveloped retail sector; a score of 100 indicates a
mature retail market.
Population (20 percent). A score of zero indicates the country is relatively small with limited
opportunities for growth.
Urban population (10 percent). A score of zero indicates a mostly rural country; 100 indicates a
mostly urban country.
Number of large cities (10 percent). A score of zero indicates all cities in the country have less
than a million inhabitants; 100 indicates a significant number of large cities with more than a
million inhabitants.
Business efficiency (20 percent). Parameters include government effectiveness, burden of law
and regulations, ease of doing business, and infrastructure quality. A score of zero indicates
inefficiency; 100 indicates highly efficient.
Market saturation (25 percent)
Share of modern retailing (30 percent). A score of zero indicates a large share of retail sales is
from a modern format within the average Western European level of 200 square meters per
1,000 inhabitants. Modern formats include hypermarkets, supermarkets, discounters, conve-
nience stores, department stores, variety stores, warehouse clubs, and supercenters.
Number of international retailers (30 percent). Country presence was analyzed for about 300
retailers. Countries with the maximum number of retailers have the lowest score.

Modern retail sales area per urban inhabitant (20 percent). A score of zero indicates the
country ranks high in total modern retail area per urban inhabitant, close to the average Western
European level of 200 square meters per 1,000 inhabitants.
Market share of leading retailers (20 percent). A score of zero indicates a highly concentrated
market; 100 indicates a fragmented market.
Time pressure (25 percent)
The time factor is based on 2013 to 2015 data, measured by the CAGR of modern retail sales
weighted by the general economic development of the country (CAGR of GDP from 2013 to
2015 and forward-looking from 2016 to 2018) and CAGR (2013 to 2015) of the retail sales area
weighted by newly created modern retail sales areas. A score of 100 indicates a rapidly
advancing retail sector, thus representing high time pressure to enter the country and capture
the growth opportunity.
Data and analysis are based on the United Nations Population Division database, International
Monetary Fund, and Economist Intelligence Unit national statistics, Euromoney and World Bank
reports, and Euromonitor and Planet Retail databases.

A.T. Kearney is a leading global management consulting firm with offices in more
than 40 countries. Since 1926, we have been trusted advisors to the world’s foremost
organizations. A.T. Kearney is a partner-owned firm, committed to helping clients
achieve immediate impact and growing advantage on their most mission-critical
issues. For more information, visit www.atkearney.com.
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Asia Pacific
Europe
Middle East
and Africa
Atlanta
Bogotá
Boston
Calgary
Chicago
Dallas
Detroit
Houston
Mexico City
New York
San Francisco
São Paulo
Toronto
Washington, D.C.
Bangkok
Beijing
Brisbane
Hong Kong
Jakarta
Kuala Lumpur
Melbourne
Mumbai
New Delhi
Perth
Seoul
Shanghai
Singapore
Sydney
Tokyo
Abu Dhabi
Doha
Dubai
Johannesburg
Riyadh
For more information, permission to reprint or translate this work, and all other
correspondence, please email: insight@atkearney.com.
The signature of our namesake and founder, Andrew Thomas Kearney, on the cover
of this document represents our pledge to live the values he instilled in our firm and
uphold his commitment to ensuring “essential rightness” in all that we do.
A.T. Kearney Korea LLC is a separate and independent legal entity operating under the A.T. Kearney name in Korea.
A.T. Kearney operates in India as A.T. Kearney Limited (Branch Office), a branch office of A.T. Kearney Limited,
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