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Selected Case

published: 31 May 2005

  • Topic: Strategy
  • Industry: Retailing
  • Region: Asia

By 2004, Wal-Mart, the world's largest company, operated countless discount stores, neighborhood stores, hypermarkets (Wal-Mart Supercenters) and membership warehouses (Sam's Club). In the 1990s, Wal-Mart started to expand abroad, entering entered China in 1996, Korea in 1997, and Japan in 2002. In China, Wal-Mart operated, and aggressively expanded, its retail business in partnerships, joint venture partners and suppliers. In 2002, the company invested in Seiyu, a prominent Japanese retailing chain. Throughout, Wal-Mart has been engaged in tough competition with other global and domestic retailers in Asia.

Pedagogical Objectives:
The case aims to show: 1. Competitive Strategy in Asia. 2. Adaptability of a business model to international environments. 3. Globalisation of retailing. 4. Entry Strategies. 5. Competing in China. The case can be used in conjunction with: Mass Retailing in Asia and Carrefour in Asia.

Global Strategy, Asia Pacific, Entry Strategy, Internationalisation, Retail, Competitive Advantage