#123 From Wal-Mart to Wal-Smart?
The mere fact that Wal-Mart has 430 stores in China might make this look like a success story. However, the reality is that for the longest time, China has presented significant challenges to the world’s largest retailer. Since the opening of its first store in Shenzhen in 1996, Wal-Mart struggled to gain a foothold in the Chinese market. Not only had Wal-Mart not been able to find the right mix of products for the Chinese market in general, but it has also ignored the fundamental differences between regions and cities in China. In addition, Wal-Mart has also never been able to deal with an environment that doesn’t exactly support its hyper-efficient value chain. Now, however, it seems that Wal-Mart has been getting, well Wal-Smart. Last year, Wal-Mart sold its eCommerce website Yihaodian to JD.com, the second-largest online retailer in China (after Alibaba) while retaining the right to operate stores. The sale brought a nice windfall to Wal-Mart, which will also continue to provide logistics to the online retailer, including a 2-hour delivery service. JD.com acted swiftly and embarked on a promotion splurge that’s built around aggressive pricing.
Things seem to have been going so well since that Wal-Mart quickly decided to double its stake in JD.com. This is a remarkable shift from Wal-Mart’s earlier approaches to foreign markets which resulted in failures in Germany or South Korea. Instead of opting for wholly owned subsidiaries, Wal-Mart now seems to be happy with alliances. The stock market seems to validate that kind of thinking.
March 5, 2017 @ 5:34 pm
Thank you for sharing this interesting blog entry. Wal-Mart, one of the world’s largest employers, needed to go global in order to stay competitive and to survive. It started its international operations in Mexico, Brazil, Argentina and Canada and was very successful due to similar cultures. When Wal-Mart tried to enter Chinese markets, it faced some difficulties, as you mention.
However, the company has definitely learned from the failures in Germany or South Korea. These incidents clearly showed that a thorough analysis of the market and the potential customers’ needs is crucial before entering a new market. Every company has to find the right balance between global standardization and local adaption. If customer needs that exist globally can be identified, then certain products can be offered in the same way worldwide.
However, regarding Wal Mart, I think that a certain degree of local responsiveness is necessary here to increase customer satisfaction. Regarding the Chinese market, it seems that Wal Mart’s new approach of forming alliances turned out to be successful.
March 7, 2017 @ 2:27 pm
Hello World,
thank you for the nice summary on WalMart and the issues in China which are quite interesting! I think this consideration in improvement of the delivery situation is really exciting!
Also the story with Germany is well known- I just shortly would like to summarize the story of why WalMart has failed in Germany.
To my point I think that Germany is too “green” for a slash-and-burn outfit like WalMart. The shopping behavior of Germany in comparison with America is quite different – we all face a picture in mind of an oversized pickup filled with Walmart bags. In Germany there might be a “buy more local!” culture.
Despite the shopping behavior I also would like to mention two (actually three) cultural differences. Formally “Wertkauf” and “Interspar” had different strategies and not the best locations for WalMarts ideology. Despite location there was the difference with language: English was chosen as main communication language and even though the Germans didn`t accept the “10 foot role”.
All in all: local adaption should be adapted here; also social and cultural dimensions should be well respected.
Thank you all, take care!
Martin
March 14, 2017 @ 10:31 pm
Hi all,
Walmarts aggressive international expansion strategy, beginning in the early-90s created a number of very different shades of success (or failure). There have been the markets that were very similar to the home turf in the US (such as Mexico or Canada), highly competitive and saturated such as Germany and culturally very challenging such as China. While Walmart failed quite spectacular in Germany, their strategy in China was relatively successful from the start (compared to many other countries).
I have the feeling that this is probably due to different cultures and skills of the managers being in charge of these expansions. The team responsible for Germany seems to have acted very arrogantly trying to pry open the market with a crowbar, while the team in China was proceeding with open eyes and ears. They considered and implemented strategic alliances that created a win-win situation allowing Walmart to grow sustainable with the support of their partners.
In Germany on the other hand, the market entry was based on an aggressive M&A approach and a subsequent price war with the existing ecosystem.
My two cents,
Günther
March 17, 2017 @ 11:57 am
Thank you for sharing insights to this interesting case/topic. Good to see that Wal-Mart seems to have learnt a couple of lessons which now helps them to be successful in new markets. I think the story with Wal-Mart in Germany is very well known.
To me one reason why it didn’t work in Germany is that Wall-Mart was so focused on their way of doing things that no customized solution was thought of. Wal-Mart does a lot of things very efficiently (e.g. supply chain management). Wal-Mart is very successful in general and there is basically a very standardized way of doing certain things. These are definitely one of the success factors. In Germany I think this way of doing things didn’t work. So there was definitely a need to focus more on local needs. So I think there are markets where customization is a must in order to succeed. A more customer orientated focus would have helped and so a strategy for the new market of Germany. Seeing that Wal-Mart works together with Partners in China is definitely a good development because these partners know much more about the Chinese market and so the customer focus is given. Wall-Mart has definitely learnt a lesson and I think this will lead to even more success in China.
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March 26, 2017 @ 10:26 am
Hello!
Another interesting example about Wal-Mart`s international activities. The already mentioned similarities between the situations in Germany, South Korea and China by pre-writers above may be due to the fact that market entries in these countries happened within only 3 years. Even though Wal-Mart was experienced in going abroad in countries with comparable cultures (at least culturally closer than Asian or European markets), these globalization steps were executed too fast. The organization did not have the time to learn from mistakes they made in China, which was first out of the three countries they entered. That`s why the problems were similar: Weaknesses in corporate readiness (competitive advantages, e.g.), product readiness (assortment, product presentation, e.g.), via target market selection (preparation with regard to political/administrative/legal issues) up to market entry mode (alone vs. partnering). If the article is dated right, it means that Wal-Mart changed their approach 20 (!) years after having entered the market. It`s a enormous period of time for change. It is only possible for a huge and in total successful company like Wal-Mart, others would have gone bankrupt long ago.
Regards!
Harald
March 26, 2017 @ 2:54 pm
Thank you for sharing this insight of Wal-Mart with us. It seems that Wal-Mart had learned from the bad experience they made in Germany and South Korea. They fully underestimated in this internationalization projects the differences between their home market and the target market. They tried to rollout their standardized product, which is very successfully in the core market, without any adoptions for a new market. That did not work in the German market despite the similar western culture and failed as well in South Korea. Wal- Mart struggled with cultural differences, different buying behaviors and needs and with the legal requirements in the foreign markets. It is noteworthy that an enterprise like Wal-Mart did not detect this issues during their planning phase. It can be assumed that they use a methodological approach to analyze the target market and to derive preventive actions to avoid failures. However, the history shows that their approach was not successful. But it seems that they had learned and changed their internationalization strategy. The cooperation with JD.com and Wal-Mart in China reminds me on the success story of Tesco’s joint venture with Samsung Corporation in South Korea.
March 27, 2017 @ 11:07 am
Thank you for sharing your thoughts with us. The overall question for me, that has to answered, is, what the goal of Wal-Mart in China is.
In my view, it is a nice to have for them, when doing a good job in the online business. However, Wal-Mart is a retailer and not an online shop. I guess, they totally failed in pointing out their USP on the Chinese market. Well, it is no surprise that there are fundamental differences between regions and cities in China. Even in Austria, Vienna is different… Also for the retailers. MPreis is very strong in Tyrol and market leader in some categories but has no meaning beyond those borders.
Anyway, Wal-Mart has a hyper-efficient value chain and a special store concept, so it might be a smart approach to focus on specific areas, e.g. Big cities, where they are able to demonstrate their benefits. A certain kind of smart adoption appears very helpful to me. As we know it from their market entry in Germany, Wal-Mart cannot “buy” success. In order to succeed, the go to market strategy as well as the specific goals have to be aligned, otherwise a sustainable business is not very likely.
April 2, 2017 @ 3:58 pm
Thanks for the interesting insights shared here.
It’s quite common for global companies underestimate their international expansion process. Maybe due to their huge success in the origin countries or those who have similar culture and needs. However, when companies are going global, and within the exercise of standardization, important issues have to be considered. The first analysis to be performed, before entering a new market is to understand the market needs and trends; afterwards look at potential cultural differences in order to guarantee that the product/service offered is in accordance to buyer’s characteristics, patterns and preferences. For sure standardization will never work if it does not cover user needs.
After unsuccessful efforts to scale up the Chinese network, Wal-Mart decided to go for a strategy alliance with the 2nd Chinese largest e-commerce website: JD.com. This was an opportunity to leverage their business and well as to be able to provide to Chinese consumers American goods. On the other side Wal-Mart could take profit of the JD know-how about Chinese market and consumers. The strategy also brought additional advantages to consumers living in smaller cities where Walmart doesn’t operate stores. I totally agree with Thomas Uitz when he refers “Wal-Mart is a retailer and not an online shop” and maybe this clever alliance was the only opportunity not to fail.
April 8, 2017 @ 8:08 am
Hello,
The post ahead shows another good example of Wal-Mart’s weaknesses in entering new emerging markets. Wal-Mart offers a very complex but also simple product to its customers, the concept to offer nearly all what the customer needs on one single point to a low price ensures Wall Mart a competitive advantage in the North and South of America and helped Wal-Mart to get the world largest retailer. On the other hand Wal-Mart makes again and again very expensive failure when they try to enter into new markets due to the fact that they ignore the availability of their core competencies and the different market demand which result in the circumstance that the Wal-Mart shopping experience will be not adopted by new customers. Wal-Mart’s EDLP strategy (every Day low prices) doesn’t work on the Chinese market. Chinese customers look for regional, authentic and high quality products therefore the offer of big backs to a low price doesn’t cover Chines customer demands. [1] Moreover the fact that Chinese like the shopping experiences of small regional retailers doesn’t also foster the success of Wal-Mart in China. [3] Rather these two points lead to fact that Wal-Mart loses its main competitive advantage of efficient supply chain management and therefore it price leadership role which furthermore result in a struggling Chinese market.
Overall Wal-Mart’s approach “one size fits all” doesn’t work yet again, beside the bad market experiences in Germany, Wall Mart struggles also in China. [2] In my opinion Wal-Mart has to redevelop its market entry strategy, the one size fits all approach doesn’t work in market which cultures differ strong to the US markets. Furthermore Wal-Mart should identify its core competencies with the aim that these competencies will gain new opportunities in new markets e.g. the cooperation with JD.com. [1]
BR
Christian
[1] https://www.forbes.com/sites/greatspeculations/2014/06/18/why-wal-mart-never-picked-up-in-china/#4604675f7fb8
[2] http://www.huffingtonpost.com/david-macaray/why-did-walmart-leave-ger_b_940542.html
[3] http://www.nytimes.com/2006/08/02/business/worldbusiness/02walmart.html
June 30, 2017 @ 10:42 pm
When thinking of Hofstede’s cultural dimensions, the Chinese are a very different type of people compared for example to those living in the US, where Wal-Mart comes from. With a population of over 1.381 billion people China is the world’s most populous country. No wonder they have many diverse cultures among the whole country. Wal-Mart should have checked this before entering the whole country at once. It would have been much better to start with a detailed analysis of the people, their behaviour and values to choose the one culture, which fits the idea of Wal-Mart and its products best. Afterwards they still could have entered other culturally distinct regions of China with an adapted strategy. That way they could have been successful with their plans right from the start. However, by now they managed to succeed with a different strategy: cooperating with a local partner, which is also quite clever, since they know much more about the Chinese market.
July 8, 2017 @ 2:29 pm
Hey guys,
going international is hard, for such a big company even harder, due to the fact, that they are not as flexible as smaller companies might be. Walmart did not think enough about the differences of China. If they had a look on Hofstedes Website to compare the countries, they might not have been in this situation. (https://geert-hofstede.com/). It is not just the physical distance they need to overcome but also the cultural distances, which include language, education, beliefs and much more. It is simply not possible taking a business model in another country without thinking about the differences and think about adaptations when required. Standardize as much as possible, adopt as much as necessary, should be the motto.
July 9, 2017 @ 3:12 pm
Hello, thank you for your good summary about this topic.
From my point of view it is no good idea to get into a new market without background knowledge of the mentality and the predominant domestic market system. The main purposes were too many players, local protectionism, backward infrastructure, government restrictions on foreign ownership and import barriers (https://www.ukessays.com/essays/business/wal-mart-operations-in-china.php ) According to an article out of Forbesmagazine (may 18th 2012) they performed really well, because they ignored governmental regulations so they were hit by governmental threats.
Nevertheless it was a smart move to opt-in in an existing e-commerce system to better serve customers across China through a combination of e-commerce and retail. Cooperating with an Chinese company and therefore saving resources.
Chris
July 9, 2017 @ 4:02 pm
Thank you for sharing this interesting article in your blog. In my opinion, Wal-Mart is a good example of the fact that expansion into another country can go wrong if you do not do enough research in the past. It would have been better if Wal-Mart had acted on a basis like ‘global as possible, but local as needed’. It is a pity, that a large corporation such as Wal-Mart did not apply this strategy and therefore had to change its ‘well-known’ strategy on the market, with the result that Wal-Mart’s USP could not be properly expressed in China. But perhaps they will be able to use the strategy, which I mentioned earlier, on the next attempt to ‘conquer another market’.
Thank you,
Vanessa Koller
July 9, 2017 @ 6:07 pm
As the population of China was over 1,1 billion in the 1990ys, the world´s largest retail company – Walt-Mart – wanted to take the plunge to enter the very promising Chinese market. But Wal-Mart soon had to face major problems due to cross-cultural differences. China is a highly collectivist culture where a high power distance exists and thus very different to the US culture. One big challenge in the Chinese market is to adapt the marketing mix to the needs of the 22 different provinces within China. It seemed that Wal-Mart has learned from making mistakes and considers the market circumstances. In this case, it was a good decision to set up alliances with local companies.
August 7, 2017 @ 5:56 am
As the article mentioned, Walmart did not have good performances and struggled to gain a foothold in the Chinese market due to not knowing the local market well. Furthermore, Walmart cannot fully leverage its low prices strategy, which was its biggest advantage to attract customers in U.S. market. The main reason is that China has low-cost labor markets and raw material markets in the past many years. Meanwhile, when Walmart started to enter the Chinese market, there were some successful hypermarket chains that already exist, such as Carrefour. These hypermarket chains also use price sales to attract customers, which resulted in an even worse environment for Walmart to open the market in China.
For today’s consumption trends, however, single people prefer to shop in convenience stores, such as 7/11, to get small packages and microwaveable foods; someone who is busy for work prefers to shop online through Apps; those who want to live a healthier lifestyle prefer organic foods; some people who want to shop in a better environment choose boutique supermarkets. Therefore, there are not many opportunities for those hypermarket chains to survive in Chinese markets, which rely on large volume products, saving operating costs, and low prices to maintain the operation with meager profit. At same time, Walmart also need to face the competitions from electronic retailers.
Under the stresses from electronic retailers like Alibaba, Walmart officially announced and set up its global e-commerce China headquarter in Shanghai. After years of trying, Walmart finally realized it is unlikely to succeed with online stores and shopping systems just rely on its employees. It started to build alliances with local suppliers and JD.com to run the online store. Such alliances can help Walmart to solve many issues and help it adapt to local markets. One example is how to choose the right products to customers, who are from different regions in China and have different habits and preferences. Besides common products, Walmart also provided imported products, such as U.S. dried cranberries, Japanese Horse oils and British cookies to attract advanced customer groups. Instead of products and services, competitions between hypermarkets chains became supply chains and allies. However, Walmart also try to get more power by buying more partners’ stocks.
Most traditional retailers are facing the threats from electronic retailers. Macy, Sears and Nordstrom are having difficult situations. As the world’s largest retailer, Walmart experimented with new business methods to allow traditional retailers a chance to survive and thrive under the era of online shopping, such as Walmart buying more than 15 electronic retailers over the world after 2011 and tried to build up smart systems. Since the end of 2015 to today, Walmart’s stock price showed a rising trend. It is not only due to its Chinese markets’ performances, but also relates to it comprehensive global performances.
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March 25, 2020 @ 4:03 pm
Walmart probably learned from the mistakes in Germany and in a way adapted to cultural and political requirements. The model with JD.com, which was sold in 2017 but the right to keep stores, was certainly a good move. Contrary to the procedure in Germany the model in China considered and implemented strategic alliances that created a win-win situation allowing Walmart to grow sustainable with the support of their partners.
I think the biggest mistake in Germany was how with pure arrogance a US company believed to transfer its business model 1: 1 to the European market. Managers were not willing to learn the German language and so English was introduced as the corporate language. The ruthless price-war reached legal limits and the decentralized supply structure became a problem. Employees did not feel loyal to the company and received far lower wages than is customary in the industry.
Summarized, Wal-Mart is now happy with adaptions and alliances, and the stock market shows that Walmart is on the right track.
January 22, 2022 @ 7:37 am
Hello!
This was a great example on how sometimes going international or simply how business decisions aren’t as easy as they seem. Just because they have had success in other countries does not mean they will succeed in another. Like the article mentioned China is already a difficult place to bring your business. If the opportunity does come then heavy research needs to be completed before making any kind of decision. Its more than just the desired target marker. Its understanding the sub cultures and the different cultures there are as well depending on location. One experience I had was when I studied abroad in Spain. I realized how united but different the regions within the country were and that each region has different perspectives. This was a great blog! Thank You!
January 26, 2022 @ 4:34 am
Wal-Mart frequently provokes thought in my mind in how they are able to globalize successfully for a multitude of reasons. On one hand, it seems obvious that Wal-Mart would be generally successful in any market given that it is not about what they do offer its about what they do *not*. That being said, it seems that the concept of Wal-Mart is so inherently American that people worldwide would see it as too excessive. Especially in cultures where the general public consumes their groceries locally and more frequently, the idea of large and bulk name brand products may just seem ridiculous.
In China, this may not necessarily be as much of an issue given a small base of market familiarity with more Western concepts. Recently the company is facing slowing hypermarket sales amid an e-commerce shift along with growing demand for premium shopping moves. As a result, Sam’s Club is developing slightly more prevalence and demand in the Chinese market, though it is uncertain if there is the capacity to do so. Large companies like Wal-Mart understand that these things do not happen overnight, it will slowly unravel over the course of a couple decades. With that understanding, they will surely trek on for many years ahead of us.
February 1, 2022 @ 11:51 pm
After reading about Walmart’s success in China, two questions come to mind regarding this company’s global competition with Amazon. First, why was Amazon was not able to find success in this market? According to the Inc. website, Amazon refused to adapt to the local mindset as well as set up shop in China. For example, local competitors were offering free shipping and overnight delivery; Amazon was not due to locked-in labor costs. In addition, Amazon’s website and warehouse were not unique to the Chinese culture; the same structure was being used everywhere. Overall, Amazon thought globally with their wallets, but did not act locally. Second, although Walmart has the edge in China, why does Amazon lead the overall competition? The two main keys to Amazon’s overall success are innovation and digital growth. Regarding innovation, I can go on and on with Amazon’s innovation, from the Amazon Fresh online grocery stores with drone deliveries to the expansion of robotics and Artificial intelligence within the supply chain and fulfillment centers. As for the digital growth, Amazon is responsible for 40% of all US e-commerce sales and 200 million Amazon Prime subscribers compared to only 8 million subscribers for Walmart+, which I have never heard of until today. In conclusion, Walmart may have a better presence in China and in the physical retail stores, but has much to do before catching up with Amazon’s fast-growing, global presence.
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