Wal-Mart's International Strategy

KOLEJ POLY-TECH MARA KUALA LUMPUR Autonomous Franchise Programme COVENTRY UNIVERSITY
COVENTRY UNIVERSITY
BUSINESS INFORMATION TECHNOLOGY WITH INTERNATIONAL BUSINESS CU202 325KM- International Business
CASE STUDY: WAL-MARTS FOREIGN EXPANSION
LECTURER NAME
: SIR SULAIMAN HAJI BAPUTEY : IDAWATI BINTI HAJI SUBARI [CVB091214907] : NORIZZATI SHAZWANI BINTI IBRAHIM [CVB 091214894]
SECTION NO.
:5
Wal-Mart Foreign Expansion Case Study
325KM_International Business
TABLE OF CONTENT NO 1 2 3 CONTENT Case Study : Wal-Marts Foreign Expansion Summary Of The Case Study Introduction Of Wal-Mart Basic History Overview International Overview International Operation Countries International Stores 4 Question 1 Answer 5 Question 2 Answer 6 Question 3 Answer 7 Question 4 Answer 8 Question 5 Answer 9 10 11 Conclusion The Global 2000 Leading Companies References PAGE 3 5 7 7 7 8 9 10 10 13 13 14 14 15 15 17 17 18 20 25
Idawati & Izzati_2011
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Summary of the Wal-Marts Foreign Expansion
Wal Mart, the world largest retailer, has built its successful on a strategy of everyday low prices and highly efficient operations, logistics, and information systems that keep inventory to a minimum and ensure against both overstocking and understocking. This company has some 1.8 million people of employees that are working at 3,900 stores in United States and 2,700 in the rest of the world. When facing a decrease of profit in United States, Wal Mart started its international expansion to Mexico when having a joint venture with Cifra, Mexicos largest retailer. Initially, the retailer in Mexico having difficulty because of the shopping habits among Mexicans is difference with Americans. Most people preferred to buy fresh products from local stores in cases of many Mexicans lack large refrigerators and doesnt have car to buy in large quantities of items. So, in order to succeed in Mexico, Wal Mart manipulated their strategy to satisfy local consumers by hiring local managers who really understood Mexican culture. The local managers strategy is build smaller store that people could walk to and offering more fresh product in order to educating consumers about the advantages of U.S merchandising culture. By using the formula of low costs of products, customization and persistence, Wal Mart has success to make the Mexican realized and started to change their shopping habits. Today Wal Mart is Mexicos largest retailer and the country is widely considered to be the companys most successful foreign venture. After Mexico, Wal Mart expanded into Great Britain, Germany, and South Korea but there, its experiences have been less successful. In all three countries, its need to compete against well-established local rivals satisfied and accomplished their service and product to local shopping habits and consumers preferences. Also,
Idawati & Izzati_2011 Page 5 of 27
Wal Marts discount strategy is not so efficient there because consumers are preferred a higher quality products. After years of loses, Wal Mart stopped its operation in Germany and South Korea and continue to search for the countries which have less strong local competitors. Recently, the centerpiece of its international expansion efforts has been China. Wal Mart opened first store in China in 1996 but initially its business running very slowly and only had 66 stores by 2006. Wal Mart discovered that Chinese preferred at low price strategy and their middle class shopping habits are almost the same as Americans than Europeans. The secret of succeed in China is because the merchandising and operations is suit with Chinese culture. For example, Chinese consumers preferred to buy freshly harvested or the process of the items must be done in front of them. One important things that Wal Mart has also learn is that to succeed in China, the company must co-operate into unions. Although Wal Mart has vigorously resisted unionization in the United States, but Chinese dont bargain for labor contract in order to securing social order. In mid 2006, Wal Mart broke with its long standing antagonism to unions and agreed to allow unions for its Chinese employees. Many believe this set the stage for Wal Marts purchase in December 2006 of a 35 percent stake in the Trust Mart chain that has 101 hypermarkets in 34 cities across China. Now, Wal Mart has announced that China lies at the center of it develop strategy in future.
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WAL-MART INTRODUCTON Basic History Overview
Walmart was founded in 1962 by Sam Walton, with the opening of the first Walmart discount store in Rogers, Ark. The company incorporated as Wal-Mart Stores, Inc., on Oct. 31, 1969. The company's shares began trading on OTC markets in 1970 and were listed on the New York Stock Exchange two years later. Today, there are 709 stores offering a pleasant and convenient shopping experience across the United States. Each store employs about 225 associates. Wal-Marts stores feature wide, clean, brightly-lit aisles and shelves stocked with a variety of quality and value-priced general merchandise International Overview In 1991, Walmart became an international company when its opened a Sam's Club near Mexico City. Just two years later, Walmart International was created. Wal-Mart created stores with different styles and formats to fit in with local customer needs, desires, and customs. More than 75 percent of its international stores operate under a different banner than Walmart. Such as:
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Pali in Costa Rica Todo Dia in Brazil Despensa Familiar in Central America
Seiyu in Japan But all of these stores are sharing a common goal which is Save people money, so they can live better. Today, Walmart International is a fast-growing part of Walmart's overall operations, with 4,556 stores and more than 730,000 associates in 15 countries outside the continental U.S
International Operations Countries
Argentina
China
Honduras
Nicaragua
Brazil
Costa Rica
India
United Kingdom
Canada
El Salvador
Japan
Chile
Guatemala
Mexico
International Stores
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Changomas -Argentina
Seiyu- Japan
Superama Nacional Brazil
Mexico
Neighborhood Market China Wal-Mart Supercenter - Canada
Pali Costa Rica
Despensa Familiar -Honduras
QUESTION NO 1
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Do you think Wal-Mart could translate its merchandising strategy wholesale to another country and succeed? If not, why not? ANSWER (general knowledge) The answer is no, because in order to enter business opportunities in other country, the most important thing is to learn and know the cultural background of the country. This cultural background including the beliefs, morals, laws, customs and other capabilities acquired by people as members of society. Example, if wal-mart wants to enter Asia region such as Japan, wal-mart need to know the business background culture of the country such as what are the business etiquette, manners, protocol, behavior need to be follow. Here are a few behavior and etiquette in business for several countries:JAPAN Japanese behavior the word for toasting is kampai, pronounced 'kahm-pie'. When toasting the glass is never left unfilled. Drinking is an important part of Japanese culture. It is a way to relieve business stress. The business appearances, those who dress according to their status or position impress the Japanese. Dress to impress. In Asia the number 14 is bad luck, because in Japanese it sounds like the word shuh-shuh, which sounds like the word for death. GERMAN
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Punctuality is necessity in Germany. Arrive on time for every appointment,
whether for business or social. Being late, even if it is only by a few minutes, is very insulting to a German executive In business situations, shake hands at both the beginning and the end of a Additionally, a handshake may be accompanied with a slight bow.
meeting.
Reciprocating the nod is a good way to make a good impression. Be sure to look directly into the person's eyes while shaking hands. Business dress in Germany is very conservative Chewing gum while talking to someone is considered rude.
UNITED STATES Business meetings may be arranged as breakfast meetings, luncheon
meetings, or dinner meetings depending on time schedules and necessity. Generally a dinner, even though for business purposes, is treated as a social meal and a time to build rapport Many public places and private homes do not allow smoking. In some
areas laws have been passed to prevent smoking in public places A smile is a sign of friendliness, and in rural areas you may be greeted
with a "hello" rather than a handshake.
SAUDI ARABIA
At a meeting, the person who asks the most questions is likely to be the
least important. The decision maker is likely a silent observer. may interrupt the meeting or conversation, leave the room and be gone for
15 to 20 minutes for the purpose of daily prayers Do not discuss the subject of women, not even to inquire about the health
of a wife or daughter. The topic of Israel should also be avoided. Sports are an appropriate topic. It is common to remove your shoes before entering a building. Follow the
lead of your host
Wal-mart cannot do the international business depend on its company strategy only, Wal-mart need to be flexible in its business strategy by using the appropriate management implementation such as polycentrism, ethnocentrism and geocentrism. But in this case, Wal-mart needs to implement the geocentrism which combination of polycentrism and ethnocentrism. Wal-mart can maintain its strategy of everyday low prices and also adapt the other country business strategy to win the business opportunity and be succeeding.
QUESTION 2
Why do you think Wal-Mart was successful in Mexico? ANSWER (paragraph 2 line 7 until 14) Wal-mart success in Mexico after their made an adjustment on its strategy to meet the local conditions such as hiring a local managers who more understood the Mexican culture and letting those managers control merchandising strategy but keep the existing wal-mart strategy of everyday low prices. Then wal-mart observe that Mexican people shopping habits which is the Mexican people preferred to buy fresh product such as meat and tortillas which does not keep well overnight at local stores because most Mexican people lack of refrigerators and the local stores is just nearby with their neighborhood. So wal-mart take the opportunity to build smaller building stores that people could walk to and offering more fresh products. At the same time, when malmart adapts the business culture of Mexico, wal-mart also believed that they can change the shopping culture of Mexico by educating the Mexican consumers through showing them the benefits of its U.S merchandising culture. With the customization, persistence and low prices paid off. Mexican already started to change their shopping habits and today Wal-Mart Mexicos is the largest retailer and the country is widely considered to be the companys most successful foreign venture.
QUESTION 3
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Why do you think wal-mart failed in South Korea and Germany? What are the differences between these countries and Mexico? ANSWER (Paragraph 3, line 4 until 10) 1. wal-mart failed in South Korea and Germany because of wal-mart need to compete head-to-head against well-established local rivals such as Metro AG in Germany and Lotte Shopping and Shinsegae in South Korea which already nicely matched their offerings to the local shopping habits and consumer preferences.
2. The differences between Great Britain, Germany and South Korea with Mexico was, these three countries (Great Britain, Germany and South Korea) consumers seemed to have a preference for higher quality merchandise and were not attracted to Wal-Marts discount strategy as consumers in Mexico.
QUESTION 4
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What must Wal-Mart do to succeed in China? Is it on track? ANSWER (paragraph 4, line 8 until 19 and paragraph 5 line 1 until 8) Wal-Mart has discovered that Chinese are the bargain hunters and open to a low-price strategy and wide selection offered at Wal-Mart stores. Then the shopping habits of Chinese people including middle class people are seemed like Americans than European.
1. To succeed in China, Wal-Mart needs to adapt China style of merchandising and operations strategy so that it meshes with Chinese culture. Then Wal-Mart has to embrace Unions. Example, Chinese consumers insist that food must be freshly harvested or even killed in front of them. So what did Wal-Mart do is they began to display meat uncovered, installed fish tanks into which shoppers can plunge fishing nets to pull out their evening meal and starting to sell live turtles for turtle soup. Then, Wal-Mart has its own principal in unionization. In U.S, Wal-Mart has resisted to unionization. But in China, Chinese unions do not bargain for labor contracts. For China, labor unions are an arm of the state, providing funding for the Communist Party and securing social order.
Wal-Mart has learned to succeed in China, the company must embrace unions. So, in middle 2006, Wal-Mart has broke its long-standing antagonism to unions and agreed to
allow unions for its Chinese employees. We can see that Wal-Mart really applied polycentrism in their business to become successful in its international business.
2. Yes, it is on track. Chinese consumers are automatically interested and satisfied with Wal Marts when it is applied the merchandising strategy that suit with Chinese shopping habits and When Wal-Mart doing all these adjustment to its strategy, the sales are increasing and soared.
QUESTION 5
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To what extent can a company such as Wal-Mart change the culture of the nation where it is doing business? ANSWER (general knowledge) Host cultures do not always expect foreign companies or individuals to conform to their norms. Wal-Marts already stated in their business that Wal-Mart created international stores with different styles and formats to fit in with local customer needs, desires, and customs. In this matter, we can say that Wal-Mart has applied the geocentrism which the combination of polycentrism and ethnocentrism. Wal-Marts kept their strategy and also adapts other country business strategy as competitive advantages to its business. A company usually needs to make fewer adjustments when entering a culture that similar to its own, but must be quite careful to heed subtleties both in host-country behaviors and in host-country perceptions of foreigners behaviors. Example in Japan cases, Wal-Mart started exploring the Japanese market in 1997. Other major foreign retailers Costco and Carrefour entered the Japanese market in 1998 and 1999. Costco and Carrefour entered Japan without a local partner and faced difficulties from the very beginning. This convinced Wal-Mart that it should partner with a Japanese company so as to enable it to understand the peculiarities of the Japanese market. Then, Wal-Mart has officially become a partnership with Seiyu, a Japan retail business.
Conclusion
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As we known, cross-cultural business is a most important challenge even for the biggest companies. Companies have to be sensitive to the local cultures and tailor their offerings to local market. Before expanding the business into foreign market, the companies must carry out cultural information before acquisitions and maintain an ongoing cultural assessment of its foreign operations.
Culture is the life blood of an organization and it can be the determining factor in the successes and the failures that an organization will experience. Example is when wamarts started to go into Germany and South Korea market, the biggest mistake of WalMart is ignore the local culture, local buying habits, did not study about the local rivals and impose an American boss on its German operations. The first head of German operations was an expat from the USA - who did not understand Germany or its culture and insisted that all business operations be carried out in English language. This is the example why Wal-Mart fails to enter German and South Korea when Wal-Mart applied Ethnocentrism.
After learn from the mistake, Wal-Mart is very well equipped to deal with due to their hard won successes. Wal-Mart started to follow the foreign country culture that they want to start business with. Example like what did Wal-Mart do to enter Mexico and China. They had learned and adapt the local culture in order to succeed in their business. Hiring local employee, adapt local protocol and follow the local business strategies but at the same time they still share the same belief and value system. This is
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happen because of Wal-Mart applied geocentrism management orientations. Today, Wal-Mart is the number one top global retail ranking according to Forbes magazine.
The Wal-Mart example tells us that even the biggest of the companies are not immune to failures. Companies need to understand the local culture in order to capitalize on the local market.
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The Global 2000 Leading Companies

By Forbes last update 2010 Rank Company Country Industry Sales ($bil) Profits ($bil) Assets ($bil) Market Value ($bil) 1 2 3 4 5 6 7 8 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 25 27 28 JPMorgan Chase General Electric Bank of America ExxonMobil ICBC Banco Santander Wells Fargo HSBC Holdings Royal Dutch Shell BP BNP Paribas PetroChina AT&T Wal-Mart Stores Berkshire Hathaway Gazprom China Construction Bank Petrobras-Petrleo Brasil Total Chevron Barclays Bank of China Allianz GDF Suez E.ON Goldman Sachs Group EDF Group AXA Group United States United States United States United States China Spain United States United Kingdom Netherlands United Kingdom France China United States United States United States Russia China Brazil France United States United Kingdom China Germany France Germany United States France France Banking Conglomerates Banking Oil & Gas Operations Banking Banking Banking Banking Oil & Operations Oil & Operations Banking Oil & 115.63 156.78 150.45 275.56 71.86 109.57 98.64 103.74 278.19 239.27 101.06 157.22 123.02 408.21 112.49 Gas 115.25 59.16 Gas Gas Gas 104.81 160.68 159.29 65.91 52.20 130.06 114.65 117.38 51.67 95.17 145.86 11.65 11.03 6.28 19.28 16.27 12.34 12.28 5.83 12.52 16.58 8.37 16.80 12.54 14.34 8.06 24.33 13.59 16.63 12.10 10.48 15.17 9.45 6.16 6.42 12.05 13.39 5.60 5.17 2,031.99 781.82 2,223.30 233.32 1,428.46 1,438.68 1,243.65 2,355.83 287.64 235.45 2,952.22 174.95 268.75 170.71 297.12 234.77 1,106.20 198.26 183.29 164.62 2,223.04 1,016.31 834.04 245.95 214.58 849.00 342.63 1,016.70 166.19 169.65 167.63 308.77 242.23 107.12 141.69 178.27 168.63 167.13 86.67 333.84 147.55 205.37 190.86 132.58 184.32 190.34 131.80 146.23 56.15 147.00 52.74 83.36 68.26 84.95 92.23 46.02
Gas Gas
Gas
Operations Telecommunications Services Retailing Diversified Financials Oil & Operations Banking Oil &
Operations Oil & Operations Oil & Operations Banking Banking Insurance Utilities Utilities Diversified Financials Utilities Insurance
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29 29 31 32 33 34 35 36 37 38 39 40 41 42 43 44 45 46 47 48 49 50 51 52 53 54 55 56
Lloyds
Banking
United Kingdom United States Italy Spain United States Italy United States Switzerland United States Hong Kong/China United States United States Japan Italy Germany Switzerland China United Kingdom
Banking Household &
106.67 76.78 121.01 79.11 95.76 92.17 116.92 97.08 107.81 66.22 136.02 50.01 106.98 91.87 62.98 50.26 Gas 208.47 58.35 61.90 49.27 58.69 112.23 59.10 56.10 35.41 50.71 97.28 65.92
4.57 13.05 6.27 10.84 13.43 5.59 8.13 10.07 3.65 16.87 4.86 8.64 5.53 7.74 6.93 6.11 4.37 4.38 12.27 6.03 16.26 3.36 4.60 5.82 3.58 3.56 4.43 4.30
1,650.78 135.29 163.52 154.98 109.02 1,438.91 113.62 105.16 227.25 104.46 152.59 212.95 181.48 221.26 2,150.60 988.91 110.66 217.97 94.68 760.39 82.10 133.94 281.40 406.46 608.05 877.66 83.30 132.06
50.25 184.47 82.22 108.19 167.01 43.95 121.33 173.67 82.21 199.73 72.72 143.23 68.68 50.92 39.75 53.93 130.06 112.26 174.90 48.20 254.52 80.07 54.50 42.78 78.17 44.67 94.48 62.39
Group Procter & Gamble ENI Telefnica IBM UniCredit Group Hewlett-Packard Nestl Verizon Communications China Mobile ConocoPhillips Pfizer Nippon Telegraph & Tel ENEL Deutsche Bank Credit Suisse Group Sinopec-China Petroleum Vodafone Johnson Johnson BBVA-Banco Bilbao Vizcaya Microsoft Siemens Banco Bradesco Banco do Brasil Royal Bank of Canada Intesa Sanpaolo Samsung Electronics France Telecom &
Personal Products Oil & Gas Operations Telecommunications Services Software & Services Banking Technology Hardware & Equip Food, Drink & Tobacco Telecommunications Services Telecommunications Services Oil & Operations Drugs Gas &
Biotechnology Telecommunications Services Utilities Banking Diversified Financials Oil &
Operations Telecommunications Services Drugs Biotechnology Banking Software & Services Conglomerates Banking Banking Banking Banking Semiconductors Telecommunications &
United States Spain United States Germany Brazil Brazil Canada Italy South Korea France
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57 58 59 60 61 62 63 64 65 66 67 68
Sanofi-aventis Ford Motor Commonwealth Bank RWE Group Novartis BHP Billiton Zurich Services Statoil Generali Group Roche Holding Westpac Group Rio Tinto Banking Financial
France United States Australia Germany Switzerland Australia/United Kingdom Switzerland Norway Italy Switzerland Australia United Kingdom/Australi a Russia Belgium United Kingdom United States France Germany United States United States Russia Japan Australia Brazil United States Brazil Australia
Services Drugs
&
41.99 118.31 31.84 66.57 44.27 50.21 70.27
7.54 2.72 3.81 4.98 8.40 5.88 3.22 3.16 1.83 7.51 3.04 4.87
114.85 194.85 500.20 130.36 90.89 74.86 366.66 97.09 607.37 69.64 519.03 95.01
98.07 41.80 75.10 47.93 126.22 192.45 34.71 72.26 35.19 146.19 70.99 118.34
Biotechnology Consumer Durables Banking Utilities Drugs Biotechnology Materials Insurance Oil & Gas
&
79.76 123.14 47.35 31.19 41.83
Operations Insurance Drugs Biotechnology Banking Materials
&
69 70 71 72 73 74 75 75 77 78 79 80 81 82 83
Lukoil Anheuser-Busch InBev GlaxoSmithKline Merck & Co Crdit Agricole Munich Re Apple Cisco Systems Rosneft Mitsubishi Corp National Australia Bank Vale CVS Caremark Itasa ANZ Banking
Oil
&
Gas & & &
86.34 36.76 45.83 27.43 91.96 59.31 46.71 35.53 34.70 63.12 32.50 27.82 98.73 66.36 26.91
9.14 4.61 8.94 12.90 1.61 3.67 9.36 6.07 6.51 3.80 2.29 5.88 3.70 2.25 2.60
70.94 111.58 65.38 112.09 2,227.22 284.21 53.93 76.40 83.11 109.74 574.41 100.81 61.64 342.63 420.52
45.18 81.48 95.36 116.11 34.42 30.12 189.51 140.85 83.19 42.64 48.80 145.14 47.85 28.74 53.72
Operations Food, Drink Tobacco Drugs Biotechnology Drugs Biotechnology Banking Insurance Technology Hardware & Equip Technology
Hardware & Equip Oil & Gas Operations Trading Companies Banking Materials Retailing Conglomerates Banking
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84 85 86 86 88 89 90 91 92 93 94 95 96 97 98 99 100
Tesco Unilever Honda Motor Toronto-Dominion Bank Iberdrola Comcast China Insurance Bank of Scotia UnitedHealth Group Sberbank United Technologies Nordea Bank Bank Communications BASF Walt Disney Standard Chartered Group AstraZeneca
United Kingdom Netherlands/Unit ed Kingdom Japan Canada Spain United States China Canada United States Russia United States Sweden China Germany United States United Kingdom United Kingdom
Food Markets Food, Drink
&
77.94 57.05 102.82 23.60 35.15 35.76 24.01 23.27
3.10 4.83 1.41 2.90 3.94 3.64 3.12 3.29 3.82 3.20 3.83 3.41 4.17 2.02 3.31 3.38 7.52
65.61 52.05 117.24 517.28 125.21 112.73 153.13 460.93 59.05 220.62 55.76 729.06 392.83 72.06 69.31 435.56 53.63
51.43 91.33 63.22 55.43 42.16 47.76 118.75 47.26 39.40 57.70 65.28 39.42 57.34 52.12 61.17 46.16 63.56
Tobacco Consumer Durables Banking Utilities Media Insurance Banking Health Care
Life Nova
87.14 23.27 52.92 22.81 19.05 72.63 36.29 20.94
Equipment & Svcs Banking Conglomerates Banking Banking Chemicals Media Banking Drugs Biotechnology &
of
32.80
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REFERENCES
INTERNET SOURCE Organisation or Author: kimberly roberts Internet Address: http://cyborlink.com/ Date website accessed: 14 February 2011 Date website last updated: 2011 *CAUTION* You must check this entry, and format it correctly in your List of References. -----------------------------------------------------------------------------------kimberly roberts (2011) international business etiquette and manners [online] available from <http://cyborlink.com/> [14 February 2011] ------------------------------------------------------------------------------------
Entry made at 1:59 AM on 2/16/2011 TYPE of Reference Source = book Author(s): John D. Daniels Year of Publication: 2009 Edition: 12 Title of Publication: international business environment and operations Publisher: pearson international edition *CAUTION* You must check this entry, and format it correctly in your List of References. -----------------------------------------------------------------------------------John D. Daniels (2009) 12 edn. international business environment and operations. london: pearson international edition
------------------------------------------------------------------------------------
INTERNET SOURCE Organisation or Author: Andhra Pradesh Internet Address: http://icmrindia.org/casestudies Date website accessed: 13 February 2011 *CAUTION* You must check this entry, and format it correctly in your List of References. -----------------------------------------------------------------------------------Andhra Pradesh (n. d.) Wal-Mart Struggles in Japan [online] available from <http://icmrindia.org/casestudies> [13 February 2011] ------------------------------------------------------------------------------------
INTERNET SOURCE Organisation or Author: wal-mart Watch Internet Address: http://walmartwatch.com Date website accessed: 13 Fenruary 2011 *CAUTION* You must check this entry, and format it correctly in your List of References. -----------------------------------------------------------------------------------wal-mart Watch (n. d.) wal-mart international expansion [online] available from <http://walmartwatch.com> [13 Fenruary 2011] ------------------------------------------------------------------------------------
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Entry made at 2:09 AM on 2/16/2011 TYPE of Reference Source = Journal article Author(s): jayalakshmi Gopalkrishnan, D.Ramalingam Year of Publication: 2006 Title of Article: how to win chinese consumer: competitive strategy of Wal-Mart in China Page Numbers: 1-11 *CAUTION* You must check this entry, and format it correctly in your List of References. -----------------------------------------------------------------------------------jayalakshmi Gopalkrishnan, D.Ramalingam (2006) 'how to win chinese consumer: competitive strategy of Wal-Mart in China.' , 1-11 ------------------------------------------------------------------------------------
INTERNET SOURCE Organisation or Author: sam's club Internet Address: http://walmartstores Date website accessed: 12 february 2011 Date website last updated: 2011 *CAUTION* You must check this entry, and format it correctly in your List of References. -----------------------------------------------------------------------------------sam's club (2011) about wal-mart, international expansion, pressmedia photo [online] available from <http://walmartstores> [12 february 2011] ----------------------------------------------------------------------------------
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INTERNET SOURCE Internet Address: http://www.forbes.com Date website accessed: 15 February 2011 *CAUTION* You must check this entry, and format it correctly in your List of References. -----------------------------------------------------------------------------------(n. d.) Global 2000 Leading Companies <http://www.forbes.com> [15 February 2011] [online] available from
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Wal-Mart's International Strategy

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KOLEJ POLY-TECH MARA KUALA LUMPUR Autonomous Franchise Programme COVENTRY UNIVERSITY

CASE STUDY: WAL-MARTS FOREIGN EXPANSION

Wal-Mart Foreign Expansion Case Study

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

Summary of the Wal-Marts Foreign Expansion

Wal-Mart Foreign Expansion Case Study

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

WAL-MART INTRODUCTON Basic History Overview

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

International Operations Countries

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

Superama Nacional Brazil

Neighborhood Market China Wal-Mart Supercenter - Canada

Pali Costa Rica

Despensa Familiar -Honduras

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

Punctuality is necessity in Germany. Arrive on time for every appointment,

UNITED STATES Business meetings may be arranged as breakfast meetings, luncheon

with a "hello" rather than a handshake.

Wal-Mart Foreign Expansion Case Study

lead of your host

Wal-Mart Foreign Expansion Case Study

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

Wal-Mart Foreign Expansion Case Study

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

The Global 2000 Leading Companies

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

Banking Household &

Biotechnology Telecommunications Services Utilities Banking Diversified Financials Oil &

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

41.99 118.31 31.84 66.57 44.27 50.21 70.27

79.76 123.14 47.35 31.19 41.83

Operations Insurance Drugs Biotechnology Banking Materials

Gas & & &

Idawati & Izzati_2011

Wal-Mart Foreign Expansion Case Study

Food Markets Food, Drink

77.94 57.05 102.82 23.60 35.15 35.76 24.01 23.27

87.14 23.27 52.92 22.81 19.05 72.63 36.29 20.94