Over the years the economic retail sector has become one of the main mailstones inside the markets. Thanks to this, different have been formed globally, dedicated to the retail distribution of a wide variety of mass consumption products. Due to intense competition the companies have decided to create new strategies that allows maintaining their place inside de sector and mitigate the impacts of possible loss of customers, generating new business models with the same strategic viability as conventional ones. The tendency is oriented to looking for innovation process, that offer an added value to their clients and facilitate the purchasing process in a world that is increasingly looking for simpler solutions, that require less time for the same amount of money. These new models speak about the creative capacity of the organizations and the possibility of expanding horizons when looking for strategic alliances. This document will carry out an exhaustive analysis of the new models presented by Carrefour in terms of innovation, added value and organizational development. In turn, it will be compared with the main competitors within the Spanish market, evaluating the effectiveness of its advances.
