SSE Wumart Group 2

1. Wu Mart Cecilia Nessen Magnus Karlsson Robin Hesselstad YasharMansoori

3. Attract large volumes of customers

4. Superiority over the Chinese local retailers but not over international competitors

5. Enhanced market presence and diversification

6. Better protection of private properties

7. Compensation of the lack of logistic expertise

8. Better co-operation with suppliers and government as well as loyality to the company by employees.

9. Cheaper expansion than competitiors – A way to expand nationally

11. Sustainability of Wumart’s Competitive Advantages Domesticly Low sustainability for the local presence Sustainability in price depends on the following factors (Volume, the competitive environment, etc.) Medium sustainability in technology advantage because of the emergence of the technology to the Chinese retailer market (ahead of domestic companies) Variation of the store formats in the short run can be sustainable Temporary sustainability on political connections Low sustainability in out-sourcing The most sutstainable factors from the previous slide is Brand image and Corporate Culture. To some extent, Wu Marts competitive position is sustainable since they have advantages that are difficult to imitate by their foreign competitors, such as technological know-how, political connections and a low-price profile.

12. ExpandingInternationally? Conclusion: Wu martscompetetiveadvantages are far to local to be able to leverage on an international market.

14. Politicalconnectionsloosevalue, new laws

16. Expand incrementally over China

17. Go international after nation-wide expansion