1. Wal-Mart’s missteps in Germany may represent an example of the limitations of introducing what works in one market (i.e., so-called best practices) into another. To what extent do you believe that Wal-Mart’s failure represented a strategic error? To what extent did the firm’s lack of success represent an implementation error?
2. In what ways does the Massmart acquisition reflect lessons learned by Wal-Mart from its previous international market entries? Be specific.
3. Given the challenges of international market entry and the probable substantial delay in experiencing a return on investment, do you believe that Wal-Mart should slow its pace of international expansion or even avoid it altogether? Explain your answer
4. In your judgment, what criteria should Wal-Mart employ in selecting other foreign markets to enter? Be specific.

With more than one-fifth of it’s nearly $450 billion fiscal 2010 revenue coming from its international operations, mega-retailer Wal-Mart would appear to be well on its way to diversifying its business from the more mature U.S. market to faster-growing emerging markets. With the announcement in late 2010 of its controlling interest in South African retailer Massmart Holdings, more than one-half of all Wal-Mart stores are now located outside of the United States.