![]() Walmart even utilized the D&S credit card business to cater to low-income consumers in the Chile market. In Canada, the company also adapted to local customer behaviors by employing newspaper advertising and providing a wide range of products in furniture, consumer electronics, and pet supplies categories. To target Brazilian middle class consumers, Walmart launched small discount stores named Todo Dia. In Mexico, Walmart operates more than 2,000 stores with different formats to attract customers from various segments. Walmart quickly adjusted its operation to adapt local customer behaviors and reach out to many customer segments. Thanks to expertise in operation, Walmart helped these stores turn a profit quickly and became the third-largest retailer in Canada. For instance, Woolco, a discount store that built its store format after the Walmart model, was unprofitable at the time of acquisition due to poor management. To quickly replicate its business model and apply operational expertise to acquired stores, Walmart chose local retailers which have a similar business model or similar store formats. After acquiring the major stake in CARHCO (51%), Walmart allowed stores to keep their local identity, and their business results turned out to be successful. As proof, CARHCO had a high localization and strong position in the Central American market. This strategy helped Walmart reduce entry barriers and utilize currently available resources, including suppliers, customer base, brand recognition, and local capitalizing. Walmart acquired businesses that already captured a dominant share of the local market, and most of them were unprofitable. For example, after receiving the majority position of Cifra Mexico, Walmart renamed the companies to Walmart de Mexico and applied its business model and operation expertise to improve the business’s efficiency. By doing so, Walmart had the right to rename local companies under its name and had greater flexibility in adjusting the operation of acquired businesses. For the market that Walmart penetrated through Joint ventures, it always tried to acquire a major position in ownership (Mexico and Brazil markets) or turn a local business into its subsidiary (Japan market). Walmart employed the acquisition strategy to enter most foreign markets. To accomplish this goal, I will use three evaluation criteria: market entry strategy, business operation, and cultural adaptability. ![]() To ensure the future success of Walmart International, it is essential to evaluate the company’s business in foreign markets. Recently, it retreated from Germany and South Korea markets and faced uncertain futures in some of the others. While the company operated in 30 countries, 85% of its sales came from only three major markets: the United States, the United Kingdom, and Mexico. Walmart International experienced uneven business results across countries.
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