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Management at Work Walmart, a retail giant based in Bentonville, Arkansas, is a powerhouse internationally, with over 11,000 retail outlets in 26 countries and more than 2 million employees, including about 700,000 employees outside the United States. Walmart's leaders are tasked with fulfilling the four functions of management effectively and efficiently, but this can be a challenge given the variations in business environments around the world. Walmart's annual earnings suggest the company is a success at home and abroad, but its international division has made mistakes too. Walmart's international expansion began by exporting its business model of one-stop shopping with low prices. While that strategy has worked in North America, it has not been equally attractive around the globe. In fact, the results were so bad in Germany and Korea that Walmart withdrew from those countries. Why? Culture certainly played a role. Both countries are characterized by small living quarters and a preference for shopping for small amounts often. Walmart operates stores in Japan, but managers struggle with an inefficient distribution system and a culture that doesn't value discounts. The company faced restrictions in India, which prohibited foreign ownership and forced the company to engage in a joint venture with a local conglomerate. Walmart's strategy in several countries has been to acquire a local leading supermarket; that strategy worked in Chile. Walmart is pursuing the attractive BRIC countries of Brazil, Russia, India, and China. It has opened hundreds of stores in China, but in Brazil it has tried a number of strategies in a search for success, recently pivoting from retail stores to wholesale outlets. In India, Walmart never has been able to establish a retail footprint; it has decided instead to focus on supporting local businesses by developing e-commerce platforms and purchasing goods for sale in other countries. Chinese consumers lack trust in the retail brand. Brazilians are deal-prone and will make multiple retail stops to shop for bargains. Walmart tried to launch in Russia but, thwarted by the political environment, eventually withdrew completely. Walmart's history in international expansion is a reminder that not every entry into a foreign country is successful. Local laws and restrictions sometimes can create unforeseen challenges. Sometimes local market dynamics make good supply chain strategies impossible to operate. It can be difficult to understand local consumer preferences and how to market to these consumers. Different tastes mean companies must change their product assortments, adjust their pricing, and market their products differently. Which strategy for entering new country markets do you recommend for Walmart? Export Walmart's Good Value store brand to local market retailers. Engage in direct investment. Acquire existing business. O License the Walmart brand to other retailers. Attempts Keep the Highest / 2 5. Organizational Culture Which of the following statements about culture are true? Check all that apply. Culture that remains stable for too long will becer rules Culture can be maintained by rewarding and pro behaviors are desired. board of directors Cultural problems can arise when two companie Les merge. founder Only those who supervise others need to unders ulture. mission statement An organization's culture often begins with the company's