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Carrefour, since its merger with Promodes in 1999, is ranked as the French world challenger and the European leader in the retail industry. Carrefour followed an aggressive growth strategy and started becoming global from the early 1970s. Its first mover advantage in the international retail sector market and reaching a leadership position either by acquiring local actors or by adapting itself to local cultures and consumer habits has made it the second largest retail company worldwide. Carrefour did witness much success in penetrating the developed markets of the United States and the UK but Carrefour has successfully implemented its multi-format strategy in Europe, Asia and Latin America. The Latin American market has been an area presenting the highest growth rate for Carrefour specially in countries like Colombia where the growth rate at comparable exchange rates has been over 30% in year 2003. The case discusses and highlights: (1) the entry strategy of Carrefour and the Latin market; (2) its growth strategy by acquisitions; (3) the linkage of its strategic intent of profitability, core competence, organisational capability and it business strategy; (4) marketing, pricing, branding, use of private label strategy; and (5) its overall strategy of conquering markets by fast local adaptation to individual markets and its responsiveness to local businesses focussing on Latin America and the Colombian market.