Wal-Mart's Strategies in China |
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EXCERPTS Contd...
Governance PracticesUnlike Chinese companies, at Wal-Mart, associates found a high degree of transparency in relation to career growth. All new employees went through three months training at Shenzhen. Wal-Mart valued an individual's competence rather than personal connections when promoting an employee.
The Problem AreasWal-Mart's Chinese operations have had their share of problems. The company's supply chain operations were not as efficient as in its home market. In addition, there was stiff competition from both local Chinese retailers and from foreign retailers who had established their base in China. Thus, even after nine years of presence in China, Wal-Mart was still very small with just 48 stores. Its 2004 sales from the Chinese operations were $940 million which was around 2% of its international sales and a miniscule portion of its total sales of $256.3 billion... Future ProspectsWal-Mart had long been criticized for its slow international expansion. Analysts pointed out that its nearest rival, Carrefour, had gained a lot of ground due to rapid expansion in international markets. The same applied to China as well. Experts pointed out that Carrefour had been successful in China because it had been able to study Chinese consumers through its venture in Taiwan, while Wal-Mart did not have any such experiential advantage. Also, Wal-Mart did not make use of its first mover advantage and expanded slowly in China... Exhibits
Exhibit I: Regulations in retail industry in china: Pre and Post 2004
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