This document discusses the global expansion strategies of several major retail companies. It provides background on the Indian retail industry and then focuses on examples of international expansion by Walmart, Carrefour, Tesco, Metro, and Kroger. Some key points made are that global expansion can provide opportunities for growth but also risks if a company fails to understand local market differences. Walmart and Carrefour struggled in markets like Japan and South Korea where their models did not adapt well to local preferences and culture. Tesco also failed in its expansion to the US. Localization is identified as important for success in foreign retail markets.
Objective is to reach the market share by 2 % in Indian retail industry through B2C channels and break even
Initiatives taken by Carrefour in India:
Before FDI:
Expand B2B stores in other parts of India, mainly Pune & Bangalore (May 2012)
Talks with Pantaloons group for Joint Venture
Assumptions:
Accomplishment of Joint Venture with Pantaloon group
Plans to open B2C stores in metro cities
walmart closes up their shops in germanyaditi sehgal
walmart ,growth of walmart ,sucess of walmart ,cultural barriers ,financial barriers ,effects of walmart after withdrawing from germany , worlds biggest retailer closes up in germany
Objective is to reach the market share by 2 % in Indian retail industry through B2C channels and break even
Initiatives taken by Carrefour in India:
Before FDI:
Expand B2B stores in other parts of India, mainly Pune & Bangalore (May 2012)
Talks with Pantaloons group for Joint Venture
Assumptions:
Accomplishment of Joint Venture with Pantaloon group
Plans to open B2C stores in metro cities
walmart closes up their shops in germanyaditi sehgal
walmart ,growth of walmart ,sucess of walmart ,cultural barriers ,financial barriers ,effects of walmart after withdrawing from germany , worlds biggest retailer closes up in germany
Walmart is well known as the retail giant with global outreach, but sometimes failures do happen. This presentation attempts to analyze Walmart's failure in Japan and possible opportunities.
Continuing our series of reports on Digital, Social and Mobile use around the world, this report explores the connected landscape in India in August 2015. It shares the latest active user figures for fixed and mobile internet; shares details of the most active social media platforms, and outlines user behaviour across mobile devices and e-commerce. For more info, please visit http://bit.ly/DSMIN15
Contextual intelligence deals with the practical application of knowledge and information to real-world situations, and can be defined as:“the capacity to exploit business moments and operational events in a way that enables to make informed decisions and take effective action in varied, changing and uncertain situations”.
The future business value will accrue to those who are able to lever contextual intelligence and build sustainable intelligent enterprises and ecosystems.
WalMart's Global Strategies. This Power Point Presentation was prepared for MGT 340 Class at Pace University.
This Presentation will help you answer the following questions:
What was Walmart’s early global expansion strategy? Why did it choose to first enter Mexico and Canada rather expand into Europe and Asia?
What cultural problems did Walmart face in some of the international markets it entered? Which early strategies succeeded and which failed? Why? What lessons did it learn from its experience in Germany and Japan?
How would you characterize Walmart’s Latin American strategy? What countries were targeted as part of this strategy? What potential does this region brings to Walmart’s future global expansion? What cultural challenges and opportunities has Walmart faced in Latin America?
What group of countries will be targeted for Walmart’s future growth? What are the attractiveness and risk profiles of these countries? What regions of the world do you think will be vital for Walmart’s future global expansion?
Introduction to Wal-Mart
An American public corporation that runs a chain of large discount department stores & warehouse stores.
World's largest public corporation by revenue.
Largest private employer in the world.
Fourth largest utility or commercial employer.
Largest grocery retailer in the United States.
Largest toy seller in the United States.
World’s biggest retailer.
Running head: Strategic Analysis 1
Strategic Analysis 8
Wal-Mart Corporation: Strategic Analysis
Name: Michael Carlson
Instructor: Robert Waters
Course: Bus480
Institution: Argosy University Online
Date: Jan 6, 2016
Wal-Mart Corporation: Strategic Analysis
Overview
Wal-Mart Corporation is a leading chain of retail stores in the world. It serves various global markets in the world operating in the United States, Canada, Mexico and other countries in the world. It has its headquarters in Arkansas in the United States from where its global operations are managed. Sam Walton founded Wal-Mart Corporation in the year 1962. It became incorporated as a trading company in the year 1969 and began trading in the New York Stock Market in the year 1972. Wal-Mart has witnessed immense growth due to sound management. It had more than 3,000 stores and 750,000 employees. It had annual revenue of more than $ 100 billion as at the year 2012. Wal-Mart uses different names in the countries it operates. In Mexico it is called Walmex. It is goes by the name ASDA in the Great Britain and Seiyu in the Eastern Asian country of Japan. Wal-Mart also operates in Canada, Brazil, Argentina and Puerto Rico as a wholly owned company. Wal-Mart consumers can also shop Wal-Mart through their easy to access the website (Wal-Mart, 2014).
Mission, Vision and Values
Wal-Mart’s mission statement is “saving people money so they can live better lives”. Wal-Mart’s mission statement influences decision-making and service delivery at all Wal-Mart’s stores. Wal-Mart’s mission statement aligns to its slogan “Save money live better”. The firm executes its mission statement by offering goods to consumers at low prices. The company, however, fails in fulfilling the second component of its mission statement that is enabling people to live better lives. According to Ungar (2013), one of the major criticisms of the mission statement is the low wages it offers to its employees that make it impossible for its employees to make ends meet. People also criticise Wal-Mart due to the low quality imported products it sells to its customers. There have been numerous claims of Wal-Mart selling hazardous products to consumers in some of the stores.
Wal-Mart’s vision is “To be the best retailer in the heart and minds of consumers and employees”. It aspires to become a global leader in the retail sector. Wal-Mart has already succeeded in fulfilling the part of the vision statement that targets global leadership in the retailing industry. Its vision statement points to the hearts and minds of people. Wal-Mart provides an opportunity for its employees and consumers to benefit financially in a bid to win their hearts. Wal-Mart appeals to the hearts of its Employees by giving them an opportunity to earn wages and those of their customers by enabling them save money by selling them goods at low prices. (Wal-Mart, 2014)
According to Meeks & Che.
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2. INDIAN RETAIL INDUSTRY
Expanded by 10.6 per cent between 2010 and 2012 and
is expected to increase to US$ 750-850 billion by 2015.
Food and Grocery is the largest category within the retail
sector with 60 per cent share followed by Apparel and
Mobile segment.
Accounting for around 14-15 per cent of the gross
domestic product (GDP), the Indian retail industry is
estimated to be worth around US$ 500 billion currently
3. Major Players
Pantaloon Retail/Future Group
K Raheja Group
Tata Group
RPG Group
Landmark Group
Parimal Group
Reliance
AV Birla Group
4. Quiz on retail stores and their
parent company
Pantaloons –
Future Group
Bigbazaar -
Future Group
Hyper city -
k Raheja Group
Westside -
Tata Group
Croma -
Tata Group
Lifestyle -
Landmark Group
Max -
Landmark Group
Planet sports – Future Group
Landmark -
Tata Group
Piramyd Megastore Megastore - Parimal Group
More -
AV Birla Group
5. Globalization’s lure is almost irresistible. With US economy
struggling to expand and Europe on brink of recession, fast
growing markets in the developing world offer the best
opportunities for boosting revenues and profits
When we focus on Grocery Retail Industry there are few
exceptions, globalization benefits had not accrued to
retailers. International players are almost entirely absent
from even the largest retail markets.
And every grocery retailer that has ventured overseas has
failed as often as it has succeeded.
6. Top 5 Retailers in the world
Walmart
Carrefour
Tesco
Metro
The Kroger company
7. Why Retailers go Global
Since retailing is low margin business, big chains
have been forced to move into overseas markets.
Quest for greater economies of scale and scope
A need to diversify risk
A desire to attract new talent and create new
opportunities for existing leaders.
A need to make up for constraints imposed by
regulatory agencies when a retailer becomes too
big for its home market.
Carrefour began to enter international markets after a
law was passed in France in 1963 to restrict the
development of large stores
8. Walmart
American multinational retailer corporation
Large discount department stores and warehouse
stores
World's third largest public corporation
(Fortune Global 500, 2012)
Largest retailer in the United States, and in the
world
8,500 stores in 15 countries, under 55 different
names
(UK - Asda, Japan - Seiyu, India - Best Price, WOS
in Argentina, Brazil, Canada)
9. •
Mixed results in investments outside North America:
– UK, South America, China are successful
– Germany, South Korea, Japan were unsuccessful
• Offer broad assortment with even lower prices
• Meet local needs while leverage global resources
• Winning in Global eCommerce
10. Reasons for failure in Japan
Japanese tends to prefer quality over low prices, which
constrasts with Walmart core value: EDLP (Every Day Low
Price).
When a nation has a very strong purchasing power, such as
Japan, why settle for cheap stuffs when you can buy high
quality expensive products and still have money to spare?
11. Japan is a small country with limited spaces, which has several
implications for Walmart as below:
Small housings and apartment sizes, with high rent prices
means that Japanese would need to minimize their
purchases.
Several small purchases.
High operating costs, especially because of the prices of
rent and buildings in general.
Inability to apply original supply chain model
12. Do you consider aspects such as
waste resources and energy
when purchasing daily products
Waste Disposal in Japan:
Trash categorization
Costly trash disposal procedure
Impact on Walmart
.
13. Manufacturers
Wholesalers
Retailers
Customers
Line of governance
“Retailers effectively represented the interest of the manufacturer,
rather than that of consumers” (Tsukiizumi, 2004)
• Protection from above
•
•
Retailers are often protected from financial risks by wholesalers and
manufacturers through a number of distinctive market practices (such as
rebates).
Price and distribution control
Manufacturers and wholesalers controlled prices by enforcing districting
and exclusive dealerships.
Closed-network impact to government
For foreign retailers, Japan’s complex retail and distribution system has
long been inaccessible, so much so that the U.S. government considered it
a nontariff barrier and a structural impediment for U.S.-Japan trade
14. Impact for Walmart
SCM strategy
Small profit margin
Culture challenge
Walmart supply chain
management system aims for
strategic sourcing to find
products at best price from
suppliers. Walmart establishes
strategic partnerships with
most of their vendors,
offering potential long-term
and high volume purchases in
exchange for the lowest
possible prices.
Walmart’s business model is
based on a low price strategy
and low transportation costs
allow it to sell its products at
the lowest possible prices.
EDLP allows Walmart to break
even or make small profit per
sales, while customers also
win by saving money buying
at low prices.
Japan is used to the topbottom approach, while
Walmart insists on bottom-up
approach. Walmart has to
challenge the unusually
powerful Japanese suppliers
and manufacturers to
conform with its Walmart
model.
15. Japan-US Geert-Hofstede
comparison
Power Dominance
Index
•
•
Relatively equal
Japan is more
hierarchical than
US.
Individualism
Index
Masculinity
Index
Uncertainty
Avoidance Index
Long Term
Outcome Index
•
•
•
•
•
•
•
•
Contrasting
Collectivism of
supply chain and
relation to
customer is
difficult for US.
91
Contrasting
Japan strives for
quality and
perfection.
While Walmart
enters market
with valuegoods approach
95
92
Contrasting
Japan may have
numerous
restriction and
laws which may
be viewed as
unnecessary by
US.
Contrasting
Japan may plan
ahead and more
punctual and
strict, contrast to
US.
80
62
54
40
PDI
46
46
29
IDV
MAS
UAI
LTO
Japan
United States
16. First changes brought by Walmart is by successfully
persuading Seiyu to dismiss 25% of their HQ staff, including
1500 employees and managers.
Japan never have anything like this mass layoffs, because
this kind of action would create too much embarrassment
for a typical Japanese company.
Walmart, a US corporation, is seen as the outsider who
meddle too much in Japan’s community
(Communitarianism)
Walmart viewed it as a company’s priority to cut cost, in
order to implement EDLP (individualism)
This created a climate of resistance for policies that
Walmart is trying to implement
Introducing cheap products from China doesn’t
help, especially with bad relations between Japan and
China.
17. High communitarianism: high peer pressure, need
peer approval to make decisions.
High uncertainty avoidance: tried and true is
better, something new is to be avoided.
Variety offered by Walmart is not attractive to
Japanese, who tends to choose a small selection of
tried and tested product.
Not to mention, they are wary of the “new” products
offered by Walmart.
18. Walmart failure in Germany
Wal-Mart entered the German market at the end of
1997 with the purchase of 21 stores from Wertkauf
and added to this in 1998 with the purchase of 74
Interspar stores from the French
company, Intermarché. After only 4 years of
operation in Germany it was clear that Wal- Mart
was struggling with estimated accumulated losses
at around 1 billion Euro, although only estimates
were available as the company published no
accounts.
19. Reasons
The nature of the German market
The acquisitions
The senior managers
Corporate culture
Supply chain issues
products
Employee relations issues
Pricing issues
Customer relations issues
Image and publicity
Financial reporting.
20. By 2006, Wal-Mart had 85 stores remaining in Germany. In
July that year these were sold to a rival company Metro. In
typical fashion no financial details were disclosed but the
deal is estimated to have been concluded at less than the
value of the assets at a loss to Wal-Mart of US$ 1 billion.
Just after the conclusion of the deal in Germany, Wal-Mart
sold all its stores in South Korea and by 2007 operates in
only 13 countries. Its international rival Carrefour operates
in 29 countries. Historically Wal-Mart has always done best
in markets closest to the USA, namely Mexico and Canada.
Asda in the UK is a rare success contributing 43% of WalMart’s international revenue.
The failure in Germany is summed up by two academics
thus: “Wal-Mart’s attempts to apply the company’s proven
US success formula in an unmodified manner to the German
market.
21. CAREFFOUR
As of 31 Dec. 2012, Carrefour group operates over
9,994 stores in 33 countries
22. Carrefour is closing up shop in much of South-East Asia.
Its 44 stores in Thailand, 23 in Malaysia and two in
Singapore are for sale.(2010)
Carrefour was one of the first foreign grocers to open
shops in South-East Asia in the 1990s. But the laterarriving Tesco proved cannier in figuring out what
consumers wanted. When the firm found out that Thai
shoppers travelled for miles by bus to its “big-box”
stores, it opened smaller stores in rural towns. Carrefour
focused on Bangkok's higher spenders and stuck to its
hypermarket format.
23. On April 28, 2006, Carrefour, the second largest retailer
in the world, sold its 32 hypermarkets in South Korea to
E.Land Corporation6 (E.Land) for 1.75 trillion Won7. The
sale marked the exit of Carrefour from the South Korean
organized retail market. Then agreed to 1.48 trillion in
september.
As a part of the plan, Carrefour exited several markets
including Japan, Mexico, Czech Republic and Slovakia
and began concentrating on the markets where it had a
strong position including Brazil, Poland, Turkey and
China.
24. Failure in South East Asia
South Korea
Choice of going alone(no local partners)
Activist shareholders to reverse the firm's global expansion
and focus on Europe.
The company failed to localize its stores and the products
sold according to the needs and preferences of Korean
consumers.
All top managements from France, this was not viewed
favorably by the local employees, and Carrefour too often
faced problems from local labor unions.
Localization of products
A pleasant shopping environment and friendly service are
crucial to satisfy the tastes of South Korean customers
South Korean customers tend to shop more frequently and
buy less each trip than in other countries because of their
desire for fresh food, such as high-quality meats and
vegetables
25. System
Due to Carrefour’s extreme level of
store decentralization support areas
that were not directly under store
responsibility, such as IT and
logistics, were normally treated as
vendors. Over time this led to
under investment and the
company’s support services
generally lagged behind the market
leaders in terms of efficiency
Culture
Dint Understand the culture of
South Korea and applied global
strategies
Ethics
Negative attitudes toward foreign
discount chain stores. Carrefour has
been criticized for the treatment of
its workers throughout the world
Leadership
Carrefour filed a court case against
the local union, demanding
damages for alleged losses caused
by trade union members coming to
work in their union jackets.
26. On the departure of Carrefour (and the subsequent
departure of Wal-Mart) from Korea, the South Korean
media reported that 'Native Korean retailers won a battle
with the world's retail Goliaths.'
27. TESCO
Tesco is the world's third largest retailer with a turnover
of £72 billion ($115 billion), a presence in 12 countries
with a market leader position in 6 of them. With over
half a million employees, 6600 stores, and a strong
online business, Tesco is dedicated to bringing best
value, choice and service to millions of customers each
week.
What drives us is our Core Purpose, which is: WE MAKE
WHAT MATTERS BETTER, TOGETHER.
28. Global Presence
1.
UK
2.
China
3.
India
4.
Malaysia
5.
South Korea
6.
Thailand
7.
Czech Republic
8.
Hungary
9.
Ireland
10. Poland
11. Slovakia
12. Turkey
29. Failure in USA
The stores had only self-checkouts.
European model.
Treat the US as one country
Unfortunate timing- Recession
Failure to understand that the US retail
landscape is different from the UK's
30. METRO
Is a German global diversified retail and wholesale/cash
and carry group based in Düsseldorf. It has the largest
market share in its home market, and is one of the most
globalized retail and wholesale corporations.
It is the fifth-largest retailer in the world measured by
revenues (after Wal-Mart, Carrefour, Tesco and Kroger)
32. Kroger
The Kroger Co. (NYSE:KR) is one of the world's largest
grocery retailers, with fiscal 2012 sales of $96.8 billion.
Kroger’s Family of Stores spans many states with store
formats that include grocery and multi-department
stores, discount, convenience stores and jewelry stores.
We operate under nearly two dozen banners, all of which
share the same belief in building strong local ties and
brand loyalty with our customers.
33. Manufacturing Plants
Kroger operates 40 manufacturing plants and packages
and sells items for other retailers under the InterAmerican Products Company name.
Dairies
Bakeries/Delis
Meat Plants
Grocery Items
Accounting for around 14-15 per cent of the gross domestic product (GDP), the Indian retail industry is estimated to be worth around US$ 500 billion currently. Home to one of the top five retail markets in the world, India offers immense scope of growth and opportunities in this arena. As of now, almost 90 per cent of the Indian retail sector is controlled by tiny family-run shops i.e. the unorganised segment. Thus, organised retailers have a lot of room for further penetration in this flourishing economy. In 2010, larger format convenience stores and supermarkets accounted for about 4 per cent of the industry, and these were present only in large urban centres. Now the trend is changing, and such concepts are mushrooming in smaller cities and towns as well. Organised retail segment is expanding at 20 per cent a year, driven by the emergence of shopping centers and malls and growing middle class
Pantaloon RetailPantaloonsCentralBrand FactoryEzoneHometownPlanet sportsBigbazarFoodbazarKB’s Fair Price Shop K Raheja GroupShoppers stopCrossword,InorbitHyper cityTata GroupCromaLandmarkPoltrona Frau Group Design CenterStar BazaarTashiWestside RPG GroupSpencer’sBooks and BeyondMusicWorld Landmark GroupCentrepointBabyshopSplashShoe MartLifestyleBeautybayIconicQ Home DécorCandeliteMaxShoexpressEmaxLifestyle Department StoresSPAR hypermarketsLandmark InternationalFootwear Division Parimal GroupPiramyd MegastorePiramyd SupermarketJamin RelianceReliance FreshReliance TrendsReliance FootPrintReliance Digital AV Birla Group More
Offer broad assortment with even lower pricesOffer more product variety, achieve lower price by reducing expense, increase productivity and leverage technology to improve supply chain efficiency.Meet local needs while leverage global resourcesAlways align service to fastest-growing consumer demand in market, focusing on EDLP, targeting middle-income customers looking for quality-value combination.Winning in Global eCommerceBold competitive advantage by real-time communication between stores, distribution centres and the home office. Currently offers social, mobile and global platforms
Japan is a small country with limited spaces, which has several implications for Walmart as below:Small housings and apartment sizes, with high rent prices means that Japanese would need to minimize their purchases. Lack of storage room to store purchases. A typical apartment in Japan would be 1LDK (1 room apartment with Living, Dining, and Kitchen area). 1 LDK apartment would be about only 27,55 sqm.Several small purchases.Minimize purchases, they would make their purchases several times a week, in small quantities. This means that stores would have to be readily available within reasonable distance, and bulk purchasing is discouraged. Compared to Walmart usual practice of centralized, big stores, with bulk purchasing to save costs, a neighborhood convenience store would be more suitable for the Japanese people.High operating costs, especially because of the prices of rent and buildings in general. Average commercial land prices in Japan is USD 2,017/sqm, with average commercial land price in Tokyo reaching USD 19,956/sqm, followed by Osaka with average commercial land price of USD 6,360/sqm.Inability to apply original supply chain modelLots of stores, lots of supplies to be delivered, but no warehouse space, or overtly expensive warehouse space, since space is a premium in Japan. Walmart’s supply chain management that is one of the strengths of Walmart in US, and based on US model, can't be applied here. That's why Toyota invented JIT: to avoid the constraint of using warehouses, and hence, adding more costs to the product line.
Trash categorizationIn Tokyo, trash (gomi) has to be divided into three categories (combustible trash, non-combustible trash, recyclable trash) for proper disposal. Costly trash disposal procedureDisposal of bulky waste, such as a table, a shelf, or an old TV, requires a special procedure. You need to call the local ward office and arrange for a time for them to pick up the bulky waste. Before they come, however, you need to buy a sticker to stick on your large trash. To throw away an old TV, for example, costs about 300 yen.Impact on WalmartThis legendary Japanese environmental consciousness about waste disposal, added to their minimalist lifestyle, would discourage any bulk purchases from Walmart, effectively nullifying Walmart’s economic-scale-driven model.
STSTEM Due to Carrefour’s extreme level of store decentralization support areas that were not directly under store responsibility, such as IT and logistics, were normally treated as vendors. Over time this led to under investment and the company’s support services generally lagged behind the market leaders in terms of efficiencyCULTURE Dint Understand the culture of South Korea and applied global strategies.ETHICS Negative attitudes toward foreign discount chain stores. Carrefour has been criticized for the treatment of its workers throughout the worldLEADERSHIP Carrefour filed a court case against the local union, demanding damages for alleged losses caused by trade union members coming to work in their union jackets.