Being an element of strategic management, the corporate culture serves as a base for building effective administrative and operational relationships. The international retail networks must create and support their own corporate cultures including a complex of ideas, relationships, codes of conduct, and values. The study of Metro Cash and Carry Ukraine corporate culture was conducted on the basis of the model offered by Ivanova T.B. and Zhuravleva E.A. The model is based on the analysis of the following criteria: risk appetite, adaptability, attitude to the new, willingness to improve professional level, degree of participation in making administrative decisions, social responsibility, type of relations with co-workers, type of motivation and control, and type of leadership. Thus, there are four common types of corporate culture: innovative, traditional (conservative), «snobbish» and forced. As a result of the study, the snobbish corporate culture was found to be dominant in Metro Ltd. However, the desirable state of corporate culture is based on domination of the innovative type, whose basic principles include a comprehensible and clear strategy of the company, professional growth, new knowledge, fair material incentives, and job satisfaction. The author assesses the following attributes of corporate culture: external (logotype, logo, slogan, appearance of personnel, interior, heroes, legends, and holidays of the company) and internal (mission, aims, values, corporate rules and norms). The strong points of the corporate culture in Metro Ltd. include logotype, mission, slogan, employees-heroes and interior. The weak points include the corporate values of the company (they are not obvious in practice), and appearance of the staff members. The obtained values of the integral index of social (32.4) and economic (40.3) efficiency of corporate culture of Metro Shopping Center demonstrates a necessity to improve some of its elements.
Being an element of strategic management, the corporate culture serves as a base for building effective administrative and operational relationships. The international retail networks must create and support their own corporate cultures including a complex of ideas, relationships, codes of conduct, and values. The study of Metro Cash and Carry Ukraine corporate culture was conducted on the basis of the model offered by Ivanova T.B. and Zhuravleva E.A. The model is based on the analysis of the following criteria: risk appetite, adaptability, attitude to the new, willingness to improve professional level, degree of participation in making administrative decisions, social responsibility, type of relations with co-workers, type of motivation and control, and type of leadership. Thus, there are four common types of corporate culture: innovative, traditional (conservative), «snobbish» and forced. As a result of the study, the snobbish corporate culture was found to be dominant in Metro Ltd. However, the desirable state of corporate culture is based on domination of the innovative type, whose basic principles include a comprehensible and clear strategy of the company, professional growth, new knowledge, fair material incentives, and job satisfaction. The author assesses the following attributes of corporate culture: external (logotype, logo, slogan, appearance of personnel, interior, heroes, legends, and holidays of the company) and internal (mission, aims, values, corporate rules and norms). The strong points of the corporate culture in Metro Ltd. include logotype, mission, slogan, employees-heroes and interior. The weak points include the corporate values of the company (they are not obvious in practice), and appearance of the staff members. The obtained values of the integral index of social (32.4) and economic (40.3) efficiency of corporate culture of Metro Shopping Center demonstrates a necessity to improve some of its elements.