1. Do you think Wal-Mart could tran

1. Do you think Wal-Mart could translate its merchandising strategy wholesale to another country and succeed? If not, why not?
I don’t think Wal-Mart could translate its merchandising strategy wholesale directly to another country and succeed. Because different countries have different cultures and backgrounds, in order to succeed in another country, it needs to adapt to these differences and find a way that best fits in the local market. Apparently, the “U.S. style” does not work for all the countries. For example, Wal-Mart is famous for its low price strategy in the U.S. However, when it shifted its store with the same strategy to Germany and South Korea, it soon failed. People in the countries like Germany or South Korea do not care about the low prices as much as its target consumers in the U.S. do. What they care the most is if the store has higher quality products. So whether succeed in another country or not really depends on how well Wal-Mart understands the local consumer buying behaviors and how much they could change its merchandising strategy to fit in. As mentioned in the case, Wal-Mart hired local managers who knows well about Mexican culture to run the store, while built smaller stores with fresh food products for Mexican consumers so that they could simply walk in and get what they want. By doing so, they successfully melt in the local market and started to influence Mexican’s shopping habits.

2. Why do you think Wal-Mart was successful in Mexico?
It is because Wal-Mart learned Mexicans’ unique shopping behaviors as soon as they launched in Mexico. They noticed that most of the Mexican consumers didn’t have a car so that unlike their American consumers who prefer driving to the store and purchase a large quantity every time they shop, Mexican consumers would rather to walk to the store. Also Wal-Mart found out that Mexican consumers like to buy fresh merchandise such as meat, since they usually do not have big fridges. So in order to adapt to the local market and attract the local consumers, Wal-Mart adjust its merchandising strategy by opening smaller stores, hiring local managers, selling more fresh products, etc. It didn’t bring its U.S. merchandising strategy directly to Mexico, but apply it after tailoring. Wal-Mart’s collaboration with Cifra, Mexico’s largest retailer is another very important reason why it could succeed in Mexico. Wal-Mart could learn how to run the retailing business in Mexico from its local partner and melt in the local market faster.

3. Why do you think Wal-Mart failed in South Korea and Germany? What are the differences between these countries and Mexico?
Because Wal-Mart’s merchandising strategy of wholesale with low prices didn’t fit the local markets in South Korea and Germany. Consumers in these two countries care more about the product quality than the low prices. They would rather to go to local retailers who could meet their buying preferences by offering higher quality merchandise. Compared to Mexico, countries like South Korea and Germany are more developed. People there more focus on a higher living standard. They may have already got used to shopping at the local retailers. They felt fine with their higher quality merchandise and prices so that they resisted Wal-Mart’s merchandising strategy. Also, not like teaming up with Cifra in Mexico, Wal-Mart didn’t collaborate with any local retailers in South Korea and Germany, so that they might lack the knowledge of the local retailing business. All these led Wal-Mart to the failure in both of the countries.

4. What must Wal-Mart do to succeed in China? Is it on track?
Because Chinese people are more like Wal-Mart’s American consumers that they love deep discounts and low prices, Wal-Mart’s merchandising strategy worked out in China. To fully succeed in China, it needs to learn about the local markets and consumers buying behaviors so that they can plan...
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Resultados (vietnamita) 1:

1. bạn có nghĩ rằng Wal-Mart có thể dịch chiến lược bán hàng bán buôn đến một nước khác và thành công? Nếu không, tại sao không?Tôi không nghĩ rằng Wal-Mart có thể dịch chiến lược bán hàng bán buôn trực tiếp đến một nước khác và thành công. Vì quốc gia khác nhau có nền văn hóa khác nhau và nguồn gốc, để thành công trong một quốc gia khác, nó cần phải thích ứng với những khác biệt và tìm cách tốt nhất phù hợp với thị trường địa phương. Rõ ràng, "phong cách Mỹ" không làm việc cho tất cả các nước. Ví dụ, Wal-Mart là nổi tiếng với chiến lược giá thấp tại Hoa Kỳ Tuy nhiên, khi nó chuyển cửa hàng của mình với cùng một chiến lược để Đức và Nam Triều tiên, nó nhanh chóng thất bại. Người dân ở các quốc gia như Đức hay Nam Triều tiên không quan tâm về các mức giá thấp càng nhiều càng tốt, người tiêu dùng mục tiêu của nó ở Mỹ làm. Những gì họ quan tâm nhất là nếu các cửa hàng có sản phẩm chất lượng cao. Vì vậy cho dù thành công trong một quốc gia khác hoặc không thực sự phụ thuộc vào tốt như thế nào Wal-Mart hiểu người tiêu dùng địa phương mua hành vi và bao nhiêu họ có thể thay đổi chiến lược bán hàng của mình để phù hợp với. Như đã đề cập trong trường hợp, Wal-Mart thuê quản lý địa phương, những người hiểu biết tốt về nền văn hóa Mexico để chạy các cửa hàng, trong khi xây dựng cửa hàng nhỏ hơn với các sản phẩm thực phẩm tươi sống cho người tiêu dùng Mexico để họ có thể chỉ đơn giản là đi bộ trong và nhận được những gì họ muốn. Bằng cách đó, họ thành công làm tan chảy vào thị trường địa phương và bắt đầu ảnh hưởng đến thói quen mua sắm của Mexico.2. Why do you think Wal-Mart was successful in Mexico?It is because Wal-Mart learned Mexicans’ unique shopping behaviors as soon as they launched in Mexico. They noticed that most of the Mexican consumers didn’t have a car so that unlike their American consumers who prefer driving to the store and purchase a large quantity every time they shop, Mexican consumers would rather to walk to the store. Also Wal-Mart found out that Mexican consumers like to buy fresh merchandise such as meat, since they usually do not have big fridges. So in order to adapt to the local market and attract the local consumers, Wal-Mart adjust its merchandising strategy by opening smaller stores, hiring local managers, selling more fresh products, etc. It didn’t bring its U.S. merchandising strategy directly to Mexico, but apply it after tailoring. Wal-Mart’s collaboration with Cifra, Mexico’s largest retailer is another very important reason why it could succeed in Mexico. Wal-Mart could learn how to run the retailing business in Mexico from its local partner and melt in the local market faster.3. Why do you think Wal-Mart failed in South Korea and Germany? What are the differences between these countries and Mexico?Because Wal-Mart’s merchandising strategy of wholesale with low prices didn’t fit the local markets in South Korea and Germany. Consumers in these two countries care more about the product quality than the low prices. They would rather to go to local retailers who could meet their buying preferences by offering higher quality merchandise. Compared to Mexico, countries like South Korea and Germany are more developed. People there more focus on a higher living standard. They may have already got used to shopping at the local retailers. They felt fine with their higher quality merchandise and prices so that they resisted Wal-Mart’s merchandising strategy. Also, not like teaming up with Cifra in Mexico, Wal-Mart didn’t collaborate with any local retailers in South Korea and Germany, so that they might lack the knowledge of the local retailing business. All these led Wal-Mart to the failure in both of the countries.
4. What must Wal-Mart do to succeed in China? Is it on track?
Because Chinese people are more like Wal-Mart’s American consumers that they love deep discounts and low prices, Wal-Mart’s merchandising strategy worked out in China. To fully succeed in China, it needs to learn about the local markets and consumers buying behaviors so that they can plan...
READ FULL DOCUMENT