Wall Mart Case
WEEK 1- BUS 280-
WAL-MART
1)First, many skeptics claimed that Wla-mart’ business practices and culture could not be transferred internationally. It was very hard to decide which countries to target. They have had to take market share from established competitors.
2) In Latin America, Wal-Mart learnt local retailing from the local business owners. Latin America has growing populations , so Wal-mart did took market share from established competitors. It pursued a very deliberate entry strategy for the emerging markets, and focused more culturally and geographically distant Latin marketplace. They worked smarter internationally to avoid cultural and regional problems on the front end. They even changed its competitive emphasis to customer service and a broader merchandise mix than smaller local companies match.
Canada is a mature and developed country. Wal-mart quickly restructured the money loosing Canadian operations, applying many practices that had been successful in the US.
In Europe, they entered Germany, but they had some difficulties because of company’ limited European infrastructure. Top managers were from the USA, so they had some language barriers. Their information system and inventory management had problems as well. Wal-Mart also challenged existing retail practices regarding hours of operation.
3) In china, the company should not sell luxury items such a paper towel and curtains. The company would be successful if they have some Chinese products that are previously available only in isolated parts of the country.. They need to build relations with the agencies from the central and local governments and with local communities.
In India, strict government barriers have prevented foreign-owned retail business, but it’s been changing. India looks like will be a new China where retailer companies like to be in. But still they have a strict bureaucracy , and poor infrastructure. They need to learn how to deal with bad road systems,
WAL-MART
1)First, many skeptics claimed that Wla-mart’ business practices and culture could not be transferred internationally. It was very hard to decide which countries to target. They have had to take market share from established competitors.
2) In Latin America, Wal-Mart learnt local retailing from the local business owners. Latin America has growing populations , so Wal-mart did took market share from established competitors. It pursued a very deliberate entry strategy for the emerging markets, and focused more culturally and geographically distant Latin marketplace. They worked smarter internationally to avoid cultural and regional problems on the front end. They even changed its competitive emphasis to customer service and a broader merchandise mix than smaller local companies match.
Canada is a mature and developed country. Wal-mart quickly restructured the money loosing Canadian operations, applying many practices that had been successful in the US.
In Europe, they entered Germany, but they had some difficulties because of company’ limited European infrastructure. Top managers were from the USA, so they had some language barriers. Their information system and inventory management had problems as well. Wal-Mart also challenged existing retail practices regarding hours of operation.
3) In china, the company should not sell luxury items such a paper towel and curtains. The company would be successful if they have some Chinese products that are previously available only in isolated parts of the country.. They need to build relations with the agencies from the central and local governments and with local communities.
In India, strict government barriers have prevented foreign-owned retail business, but it’s been changing. India looks like will be a new China where retailer companies like to be in. But still they have a strict bureaucracy , and poor infrastructure. They need to learn how to deal with bad road systems,