Product details

The case focuses on the retailing giant Wal-Mart''s expansion strategies in the Chinese market. It elaborates the reasons for Wal-Mart''s decision to go global in the early 1990s. The case discusses in detail the entry strategy and the localisation strategies including procurement and store management. It also explores the corporate governance practices followed by the company in China. The case further discusses the problems the company faced in China because of the differences between the operational and cultural environment of its home market and the Chinese market. It ends with a discussion on the future prospects of the company in the Chinese market. The case is designed to help students understand: (1) the globalisation strategies and the related challenges of a large retail corporation; (2) the importance of localisation in retailing; (3) the strategies to overcome operational challenges in a new market; (4) the need for trained human resources in the retail sector; (5) the internationalisation of retail management practices by a large and successful company; and (6) the importance of localisation efforts in a new country. This case is intended for use in MBA/MS level programmes as part of the business policy and strategy / international business management curriculum.