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MEANING OF INTERNATIONAL MARKETING:International marketing can, therefore, be defined as marketing carried on across national boundaries. International marketing is the performance of business activities that direct the flow of goods and services to consumers or users in more than one nation. It is different from domestic marketing inasmuch as the exchange takes place beyond the frontiers, thereby different markets and consumers who might have different needs, wants and behavioral attributes.

International Marketing can be defined as exchange of goods and services between different national markets involving buyers and sellers. International Marketing is the multi-national process of planning and executing the conception, prices, promotion and distribution of ideal goods and services to create exchanges that satisfy the individual and organizational objectives. - According to the American Marketing Association

BENEFITS OF INTERNATIONAL MARKETING: Survival Sales and profit Growth of oversees market Employment Diversification Standard of living Inflation and price moderation

ABOUT WAL-MART:In November of 1962 Mr. Sam Walton was opened Wal-Mart. It is largest retail store chain in America. Wal-Mart itself has a big brand and the market leader of Retail sector in US. Wal-Mart employs 1.6 million associates worldwide in more than 3,700 stores in the US and more than 1,500 throughout the rest of the world. Strategy of Wal-Mart is the low price. WalMart outlets is spread throughout the world and doing well. Vision Statement:Our vision is to provide good quality and services to our customers, while remaining the market leader and striving daily to be the most admired company. Mission Statement:To provide quality products at an everyday low price and with extended Customer servicealways. Wal-Mart Slogan: - Save money, live better The culture consists of Wal-Mart: Quality product at low prices everyday Respect for the individual. Service to our customers. Strive for excellence.

Divisions of Wal-Mart Neighborhood Markets (groceries) Sams Club (membership) Discount stores (FMCG& apparels) Wal-Mart supercenters (groceries) McLane (Acquired just now)

Divisions International Totals

Discount stores 942

supercenters 238

Sams club 71

Neighbor-hood markets 37

SWOT of Wal-Mart:-

Cost Advantage Low Price and Customer oriented Strong Supply Chain Brand Image Use IT for to support international logistics Expansion Strategies

Wal-Mart sell products across many sectors it may not have the flexibility of some of its more focused competitors The company is global but has presence in relatively few countries worldwide

To take over or joint venture to enter in global market Put efforts on social welfare better image Expansion of stores in Asian market like Indian, China. New location and stores types for market development

Being number one means that you are the target of local and global competitors Being global brand means can face political problem operating business in Price competition

Competitive Advantage of Wal-Mart1. Supply Chain Management: This is one of the best competitive advantages. Wal-Mart has two main supplier P&G and HUL. The supply chains add the value to the company. 2. Price Leadership: Wal-Mart always sells product on low price and they forward this benefits to their customers. 3. Exchange benefit: The Wal-Mart customer can exchange their purchased product through any Wal-Mart outlets. 4. Brand Image:The strongest competencies of Wal-Mart are there brand image in the minds of consumer. It is the leader of the world retail industry.

Bird view of Wal-Mart

Wal-Mart logo, used since June 30, 2008 Type Traded as Public NYSE: WMT Dow Jones Industrial Average Component S&P 500 Component Retail 1962 Sam Walton Bentonville, Arkansas, United States

Industry Founded Founder(s) Headquarters

Number of locations Area served Key people Products

8,970 (2011) Worldwide S. Robson Walton, Chairman Mike Duke, President/CEO Apparel/footwear specialty, cash & carry/warehouse club, discount store, hypermarket/supercenter/superstore, supermarket

Revenue Operating income Net income Total assets Total equity Owner(s) Employees Divisions Subsidiaries Website

US$ 446.950 billion (2012) US$ 26.558 billion (2012) US$ 15.699 billion (2012) US$ 193.406 billion (2012) US$ 71.315 billion (2012) Walton family 2.2 million (2012) Wal-Mart Canada Asda, Sam's Club, Seiyu Group, Walmex Wal-Mart Stores.com Walmart.com

FOREIGN ENTRY STRATEGIES OF WAL MART IN DIFFERENT COUNTRIES: Foreign Entry Strategy for Wal-Mart moving into Russia:Russia is extremely large in land mass, but a majority of it is covered with frozen tundra. The government in Russia has been hesitant towards foreign companies coming into the Russian market. There is no major discount retailer of as many goods as Wal-Mart carries though there are major retailers of goods that Wal-Mart carries already in the Russian market. In western Russia there are enough highly populated areas to have a distribution center providing multiple and growing numbers of super centers. Russia is located in Northern Asia (that part west of the Urals is sometimes included with Europe), bordering the Arctic Ocean, between Europe and the North Pacific Ocean. The climate ranges from steppes in the south through humid continental in much of European Russia to sub arctic in Siberia to tundra climate in the polar north. The population in Russia is about 145 million people, while the population growth rate is slightly decreasing at a negative 0.33%. The labor force is made up of 71.3 million people and the unemployment among those able to work is 8%. The per capita GDP is about $8,800. The gross national income per person is about $1,800 annually and 25% of the population is below the poverty line. There will be a large increase in available jobs if Wal-Mart moved into Russia and the annual income would increase along with the unemployment rate decreasing. Russia has a Federation government and based the capital in Moscow. The government has not been one to welcome foreign entry of companies with open arms, but have been changing that slowly. Their legal system is based on civil law system and judicial review of legislative acts. They have Executive, Legislative, and Judicial Systems comparable to those of the U.S., in the way the elections are held and people are appointed to offices. Foreign Entry Strategy When moving Wal-Mart into Russia, it would have to choose certain cities to begin operations in. My first choice of cities is Moscow mainly because it is the capital and we can get a base market in the biggest part of the country. Also we would move into St. Petersburg, Murmansk, Vyborg, and Volgograd next due to the city center populations and also because they are all in close vicinity to each other in western Russia. Logistics costs when starting in a new country is always something that must be looked at, so the logistics must be well thought out. Khabarovak is on the southern rim just north of China where Wal-Mart does operate and Im sure some importing and exporting could be entertained to supply a couple of super centers in eastern Russia.

Wal-Mart would have to enter in an exporting entry strategy mode to start. Exporting is the marketing and direct sale of foreign produced goods in a country. Exporting is a traditional and well established method of reaching foreign markets. Since exporting does not require that the goods be produced in the target country, no investment in foreign production facilities is needed. And though Wal-Mart doesnt manufacture its products is wholesales them and will have to import them to the distribution centers to be shipped to the individual stores. Most costs affiliated with exporting take the form of marketing expenses and logistics. A Distribution Center (D.C.) would have to be added. It would serve the purpose of being the shipping point of all imports before they are sent to the stores. The D.C. would be placed in a rural area where it could provide better paying jobs to the area and could also bring more people to the area; if you build it people will come. As more Wal-Marts populate the country more distribution centers will be needed to supply the growing interest and expansion of Wal-Mart. The logistics issue in the entry process is very important. With no way to ship the goods there would be no goods to sell. So a complete system must be devised to the shipment of products to the distribution centers and then to the super centers. There is 87,157 km of railroad that we could use to ship goods, highways total 752,000 paved kms. For when we ship by sea there is 95,900 km of waterways (total routes in general use) and there are 33 ports and harbors with tanker abilities. For air freight Russia has 471 airports with paved runways. Advertising Advertising might be the one most important thing they can do in Russia. If the people dont like the product or do not welcome it into their culture than the endeavor will be a complete loss. It is up to the consumers whether we make it in Russia or not. Their internet users numbers have grown rapidly to 18 million and are still on a very steep upward rise. That is becoming one of the best ways to reach the consumers worldwide. Wal-Mart would have to appeal to the culture and needs of the public in Russia, but using the low prices motto is becoming more universal. There is television, newspaper, and radio also for Wal-Mart to reach the new consumers. Wal-Mart has always used less advertising than the rest of their competitors and hasnt seen any decrease in profits. They find that by saving money in the advertising department they can afford to pay their employees higher salaries.


Findings on Wal-Mart's operations in China In 1996, Wal-Mart began its retail operation in China through joint venture agreement with opening of a Supercenter and Sam's Club in Shenzhen. Over pass 13 years of development, WalMart now has 146 stores in China, across 89 cities, including 138 supercenters, 3 Sam's Clubs and 2 Neighborhood Markets. Beside, Wal-Mart brought out 70,000 job opportunities for China. Wal-Mart is also striving hard on environmental protection and also encourages its suppliers to work jointly with it. About 95 percent of local products are sold in Wal-Mart China store. It is because Wal-Mart built up relationship with nearly 20,000 suppliers. Moreover, Wal-Mart China won quite a number of awards such as Leading Multi-National Enterprise in Asia by Asian Wall Street Journal Award. Joint Venture as entry strategy into China Wal-Mart is the world's largest retailer with a powerful retail position to make it possible to expand its market. Because of Wal-Mart's competitive gross margins and high inventory turnover, and enjoyed the economies of scale, efficient supply chain logistics, high purchasing power. So that it can enforce everyday low price strategy. Due to rapid growth of Wal-Mart, it could not constrain its operation in U.S. as the limitation and the lowered trade barrier of the market itself. Wal-Mart had no choice to go for globalization to meet the competition. The United States is 37% of the world's economy, which leaves 63% for International. If WalMart does their job, International operations should someday be twice as large as the United States. That is a great challenge, but that is the opportunity in front. Someday the U.S. will slow down, and the international will be the growth vehicle for the company (Business Week 2001). By 1996, Wal-Mart felt that it is real-time to take on the Asian challenge. It targeted China with a population of exceeding 1.3 billion, continued economic of growth, and a large supple of labor forces. Middle-class purchasing power of the Chinese customers exhibited great potential for low-price retailer like Wal-Mart. However, large cultural differences, too many players, local protectionism, backward infrastructure, government restriction on foreign ownership and import barriers, brought difficulties to Wal-Mart when considering to enter China. The largest obstacle faced by Wal-Mart was the government regulation that permitted foreign retailing only in certain Chinese cities. Wal-Mart was only allowed to set up business in only

eleven Chinese cities (for examples Shenzhen, Beijing, Shanghai), and it was limited to three stores per city. In December 2001, China joined the World Trade Organization (WTO); it became obligated to waive many limitations on market access. That means removing barriers for foreign competitors to compete in China. This allowed Wal-Mart to open up stores in any Chinese cities. After all the challenge of integrating the Wal-Mart's culture into its stores in China seem to be the great obstacle for Wal-Mart. Late entry also was a non-barrier to Wal-Mart as its main rival - Carrefour had entered into China earlier than Wal-Mart in 1995. It became a major difference between Carrefour and WalMart. As Carrefour was mainly trying to do things at the Chinese way by empowered the local stores decision making, building local supplier contracts, amplifying local rules and regulations, and using local promotion marketing schemes, while Wal-Mart was more focused on doing things the American way. As of this consideration, Wal-Mart used joint venture as entry strategy to acquire local retailer chains to expand its business and be more local adaptation in shorter period of time. Performance of Wal-Mart in China When Wal-Mart began its operation enter China in 1996 with a store in Shenzhen. Wal-Mart had 31 stores with nearly sixteen thousand employees by 2003. As of the mid 2000s, it was mostly in major cities like Shenzhen, Beijing and Shanghai. In 2006, Wal-Mart had about 60 stores in nearly 30 Chinese cities. Its sales increased 30 percent to $2 billion, which drive Wal-Mart to China's 10th largest retailer. Wal-Mart planned to set up 18 stores in 2006. One Sam's Club store reported $100 million in sales in 2005. In 2006, Wal-Mart had employees of 30,000 and planned to obtain 150,000 more employees in the next five years; the turnover rate is lower than the United States where it usually remains in 50 percent. However, Wal-Mart was unable to integrate the efficient logistical system it has in the United States in to China. Besides, The Sam's Club warehouse stores both in Beijing and Shenzhen did not operate well as most Chinese homes do not have large storage facilities for bulk supplies. According to OneSource, Wal-Mart brought over a 35 percent stake in Trust-Mart for US$ 264 million from BCL. Bu now, Trust-Mart, a major Chinese discount chain, has 101 chain stores in 34 cities in China.

In 2008, Wal-Mart has achieved annual sales growth in China of at least 25 percent and this strong growth will continue, a company executive said on Tuesday (Reuters 2008). Now, Wal-Mart has total 243 units' stores in China. It totally rose to 41 units from 2008 to 2009 also refer to Appendix X). Besides Wal-Mart China also won numerous award (also refer to Appendix X). Current challenges faced by Wal-Mart Last year, the cases of infant consumed the melamine-contaminated powdered infant formula, and caused over 6240 infants has kidney problems and three reported death (World Health Organization 2008). Also, according to the Greenpeace report, more than 50 kinds of pesticides have been discovered in fruits and vegetables delivered in big cities. As a result, food safety becomes one of the biggest challenges for the company. Due to the food safety issues are recently often cited in the media, China's government is forced to take action to stop the problems become more seriously. Now, China is more serious about the quality and safety of the products, including the products that are imported and exported from China. As reported by Business Daily at 15 April 2009, Wal-Mart has launched a job optimization and regrouping program to reduce labor costs in China. Leally Huang, public relations manager, Wal-Mart China said with Asia Pulse in 15 April 2009 that "Those who are unsatisfied with the program and want to leave would be given adequate compensation, but we will try and see if we can retain them." In addition to the reported from Datamonitor (17 April 2009), Wal-Mart China cut down the labor cots affecting 1,400 employees. Along with the local trade unions are go again for this (South China Morning 2009). As a consequence, employees are not happy with the low-paid wages by the Wal-Mart and may resent of the action of Wal-Mart. In short period of time, it may seem not be the big problem for Wal-Mart but in long-term it may become the "cancer" for the Wal-Mart China. In additionally, workers will not be loyalty to the company and this will result in the performance of the WalMart or even destroy the reputation. Besides, from the reported news above, because Wal-Mart's target is everyday low price, so what make Wal-Mart to reduce the labor cost, it is because the competitions in China between local and foreign companies are too intense and stiff. Furthermore, Wal-Mart everyday low price practice is easily replicated by its competitors. According to Reuters (8 Sept 2009), a customer of Wal-Mart was suspecting of shoplifting, and she was death after injured by the employees of Wal-Mart China. The customer, 37-year old

female, her husband complained that Wal-Mart did not apologize or offer any compensation after this incident has happened. This shows that the employees are not being trained well enough. Because the employees who at the front line drive the company's reputation. This case may have bad influence on the Wal-Mart reputation, if Wal-Mart cannot handle it well may destroy the image it built up along the years in China or global. In the past two decades, Wal-Mart has developed an exceptionally and efficiency supply chains that connected the globe. These supply chains are designed on the low price of energy, it will reduce the costs of transportation and relatively negligible. However, things are changing today. According to the Deloitte, energy prices are likely to be essentially high in the next few years and transport will be much more expensive than in the recent past. Wages in China's large cities are also rising, as is China's currency, which will likely rise further. General, the cost of sourcing in China is going to increase. The global supply chains were designed to take advantage of low transport costs and low wages, but the wages are rising, and as the transport costs increase in China.


RETAIL INDUSTRY IN INDIA:Retail industry is one of the largest growing industries in India. In India it has economy of 13% GDP. India has uppermost number of outlets per person and it is 7 per thousand. Retail sector has over 14 million outlets operates in India. Indian retail space per capita at 2 sq. ft. / person is lowest in the world and Indian retail thickness of 6 percent is highest in the world. India has an annual income of over 45 lakh from 1.8 million households. The retail industry is divided into two sectors; the first is organized and second unorganized sectors. a)Organized sector:It mostly target market is urban area and their target customeris high income and middle class. eg:- Hypermarkets, Retail chains, supermarket and Retail outlets etc., b)Unorganized Sector:It refers to the conventional formats of low-cost vending. It is mostly run by localities in their respective regions. Its target market is rural areas and semi-urban regions and their Targeted customer is middle and lower middle class. eg:- Local Kirana shops, general stores, street vendors etc.,

India Retail Facts

Total Retail: Rs.2,000,000 crore (Rs.20,000 billion) Modern retail size: Rs.1,64,000 crore (Rs.1,640 billion): 8.2 per cent of total retail Employment in modern retail: 10 direct employment in retail and 100 indirect employment per Rs.1 crore (Rs.10 million) sales Total employment in modern retail: 1.65 million Estimated indirect employment in modern retail: 1.65crore Dependence on modern retail: Over 1.8 Crore people

The retail industry in India is anticipated to twice in worth from US$ 330 billion in 2007 to $640 billion by 2015. Actually, India has topped AT Kearney's annual Global Retail Development Index (GRDI) for the third year in a row as the most attractive market for retail investment. (AT Kearney GRDI ranks the top 30 emerging countries for retail development and identifies windows of opportunity for global retailers to invest in developing markets) There are many mergers and takeovers going on in recent time Wal-Mart acquired McLane. It is trying to expand business in Asian continent mostly in India. Indian competitors in Retail industry are Kirana stores, Pantaloon, K Raheja corp. group, Trent, Landmark, A V Birla group, etc. Analysts believe the sector is likely to show significant growth of over 9 % p.a over the next 10 years and also see rapid development in organized retail formats, with the proportion likely to reach a more respectable 25% by 2018.

Michael Porters Five Forces Analysis of Indian Retail Industry:-

Threats for New Entrants:-(Force is Moderate)

One of the defining characteristics of competitive advantage is the industrys barrier to entry. Retail industries with high barriers to entry are usually too expensive for new firms to enter like infrastructure, employees, huge capital investment. Industries with low barriers to entry are relatively cheap for new firms to enter. The threat of new entrants rises as the barrier to entry is reduced in a marketplace. As more firms enter a market, will see rivalry increase, and profitability will fall to the point, where there is no incentive for new firms to enter the industry.

Here are some common barriers to entry: High cost of entry New entrants will require huge capital, infrastructure, labour to enter in Indian retail industry.

Brand loyalty When brand loyalty is strong within an industry, it can be difficult and expensive to enter the market.

Government PolicyGovernment new retail policy constrain new foreign retailers those policies are: Said location must have population more than 10 lakh. Said company has to invest more than 5 million dollar for said outlet. Said company has to employ local unskilled labours.

Distribution ChannelsNew entrant will get problem through existing distribution channel of market, while entering in India.

Economies of scaleLogistic is strongest distinctive point of any company. When company produces more quantity it can reduce cost. It helps to provide low price product to the consumer with high in profit with low cost. It requires high economies of scale.

Determinants of Buyer Power :-(Force is High)

There are two types of buyer power in retail. The first is related to the customers price sensitivity. If each brand of a product is similar to all the others, then the buyer will base the purchase decision mainly on price. This will increase the competitive rivalry, resulting in lower prices, and lower profitability. The other type of buyer power relates to negotiating power. Large quantity buyers tend to have more influence with the firm, and can negotiate lower prices. Some factors affecting buyer power are: Size of buyer Larger quantity buyers will have more power over suppliers in retail industry. Number of buyers When there are a small number of buyers, they will tend to have more power over suppliers. The Department of Defense is an example of a single buyer with a lot of power over suppliers.

Purchase quantity and quality Indian consumer can buy high quantity of product, if there will low price of product, because of the low price factors consumer will neglect quality factor. Indian consumers mentalityMostly Rural Indian consumers buy products form local suppliers (Kirana stores) and urban consumers prefer both sources of supplier. Discount factorIt makes the consumer to buy product through internet from different companies with different types of discount like gift, cash discount etc.

Threats of Substitute Industry and products-(Force is Moderate) This is probably the most overlooked, and therefore most damaging, element of strategic decision making. Its vital that business owners not only look at what the companys direct competitors are doing, but what other types of products people could buy instead. When switching costs (the costs a customer incurs to switch to a new product) are low the threat of substitutes is high. As is the case when dealing with new entrants in retail, companies may aggressively price their products to keep people from switching. When the threat of substitutes is high in retail, profit margins will tend to be low. Indian consumers have plenty of choices of products to buy, so industry get benefits through variety of products. The quality of substitute products makes influence on consumer buying decision and also location, culture, social, philological influence.

Determinants of supplier power-(Force is Moderate) When multiple suppliers are producing a commoditized product in retail industry, the company will make its purchase decision based mainly on price, which tends to lower costs. On the other hand, if a single supplier is producing something the company has to have, the company will have little leverage to negotiate a better price. Size plays a factor here as well. If the retail company is much larger than its suppliers, and purchases in large quantities, then the supplier will have very little power to negotiate.

A few factors that determine supplier power include: Supplier concentration The fewer the number of suppliers for a products in retail, the more power they will have over the retailers. This is a real life situation. Switching costs Suppliers of retail stores become more powerful as the cost to change to another supplier increases.

Uniqueness of product Suppliers that produce products specifically for a retailers and retailers will have more power than product suppliers. Competitors-(Force is Moderate but Increasing) Competitors are competitors within an industry. Competition in the industry can be weak, with few competitors that dont compete very aggressively. Or it can be intense, with many competitors fighting in a cut-throat environment. Key Players in Indian Retail Sector Kirana StoresThis is the oldest and recognized format of unorganized retail, which has 97% of market coverage. It is the main competitor for every retailer and other retail sector players in India. Till now people of India prefer Kirana stores to buy daily goods. It has somehow brand loyalty of consumer and it is located at very convenient places.

AV Birla Group It has a strong presence in apparel retail and owns renowned brands like Allen Solly, Louis Phillipe, Trouser Town, Van Heusen and Peter England. The company has investment plans to the tune of 8000 9000 crores till 2010. It has started to expand aggressively to compete with other players.

Trent Its a subsidiary of the Tata group it operates lifestyle retail chain, book and music retail chain, consumer electronics chain etc. Westside, the lifestyle retail chain registered a turnover of 3.58 mn in 2006. Trent becomes famous in short span of time.

Landmark Group It invested 300 crores to expand Max chain, and 100 crores on Citymax 3 star hotel chain. Lifestyle International is their international brand business.

K Raheja Corp Group It has a turnover of 6.75 billion which is cross US$100 million mark by 2010. Segments include books, music and gifts, apparel, entertainment etc.

Reliance It has more than 300 Reliance Fresh stores; they have multiple formats and their sale is expected to be 90,000 crores by 2009-10.

PantaloonRetail has 450 stores across the country and revenue of over 20 billion and is touched 30 million by 2010. Segments include Food & grocery, e-tailing, home solutions, consumer electronics, entertainment, shoes, books, music & gifts, health & beauty care services. This is the biggest competitor for new retailer coming to India.

Its important to analyze these five forces and their effect on companies who want to invest in. The Porter Five Forces Analysis will give a good explanation for the profitability of an industry, and the firms within it. Porters five forces make a big difference in companys success and failure.This give the clear idea about India present retail industry, it will be easier to plan strategy to make impact in Indian retail industry.

P.E.S.T.L.E Analysis of Indian Retail Industry:Political Analysis: Strong opposition to FDI in Indias retail sector. Taxation policy VAT. Low access to banking facilities.

Economic Analysis: GDP Growth. Foreign Investments. Money Supply. Inflation.

Social Analysis: Corporate Social Responsibility. Environmental Safety. Ease of shopping.

Technological Analysis: Online Shopping. Retail media networks (RMN). ERP System. CRM System.

Legal Analysis: Wages act. Weights and measure, octroi etc. Shop and establishment act.

Environmental Analysis: Seasonal products. Product life cycle.

Retail Industry Attractiveness study:a) These are the several characteristic to determine market attractiveness: 1. Market growth:The business monitor international India retail report for the fourth-quarter for 2011 that total sales will grow from US $ 411.28 billion in 2011 to US$ billion by 2015. 2. Market Size:Indian retail sector is divided in to two groups one is organized group and other one is unorganized .In that only 3% retail market is organized and remaining 97%is un organized so there is huge scope for growth and expansion in Indian retail sector. 3. Market profitability:Probability in Indian market is moderate. Competitions from both unorganized and organized sector have effect on probability. Higher the competition lowers the profits. 4. Segmentation:As a part of organized sector Wal-Mart targeted an urban area, middle class or higher middle class consumer with high income level. Mostly youngster and Indian housewife will prefer shops like Wal-Mart. 5. Distribution Channels:Distribution channels are direct, wholesale. Wal-Mart will have to apply both distribution channels for consumers. It has also world best supply chain management and IT facilities. It will become convenient for Indian consumer and will be easily available. b) Opportunity in Indian Retail Market: Overall Indian retail market is about 206 billion dollar and has 5% annual growth. Scope for a growth in Indian retail market is 97%. India has emergence of middle class and consumer. About 60% of Indian population is in age group of 20-30 and youth are more declined towards the modern shopping. Mostly Indian consumers are price conscious, so wall mart strategy Everyday Low Price and wide range of products will attract Indian consumers.

By conducting this survey in INDIA, Wal-Mart knew that Indias retail sector is very growing sector. Thats why In 2007, Wal-Mart announced an agreement with Bharti Enterprises to establish a joint venture, Bharti Wal-Mart Private Limited, for wholesale cash-and-carry and back-end supply chain management operations in India. A typical wholesale cash-and carry facility stands between 50,000 and 100,000 square feet and sells a wide range of fruits and vegetables, groceries and staples, stationery, footwear, clothing, consumer durables and other general merchandise items. Our first Best Price Modern Wholesale opened in 2009.

CONCLUSION:Thus, Wal-Mart was use different strategies to enter into international markets. Based upon the countries capabilities and the countries policies Wal-Mart change their entry strategies. Thats why Wal-Mart got success internationally.