Donna Zeller

THE RETAIL INDUSTRY: EXPANDING IN THE GLOBAL MARKET

AbstractCurrent data, from sources such as the Wells Fargo International Business Indicator, indicate that understanding ‘doing business’ in another country will gain importance. However, retailers, successful in their home country, are challenged, and sometimes fail, when expanding into the global market. The overall objective of this article is to fill some of the gap in research regarding the strategies used by retailers in their globalization of their ‘brick and mortar’ stores. The purpose is to identify the strategies that contribute to their successes / failures in this effort. Keywords: retail, retailers, global market, globalization, internationalizationArticle: http://independent.academia.edu/DonnaZeller

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INTRODUCTION• Retailers, successful in their home country, are challenged, and sometimes

fail, when expanding into the global market.• For example

• Target is successful in the United States; yet closed its stores in Canada.

• Wal-Mart is successful in the United States and in Canada; yet closed its stores in Brazil.

• Based on current data, understanding ‘doing business’ in another country will gain importance.• The focus and results of research are relevant in that a retailer’s global

efforts may influence profitability and growth (Wilson, 2010).• The overall objective of this article is to identify some of the strategies, used

by retailers in their globalization of their ‘brick and mortar’ stores, that contribute to the achievements, or lack thereof, in their globalization efforts.

• The questions are: • What are the strategies that contribute to success in the globalization of

the retailer’s ‘brick and mortar’ stores? • What are the strategies that contribute to failure in the globalization of the

retailer’s ‘brick and mortar’ stores?

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DEFINITION OF TERMS

• The Main Point of Discussion • The globalization of retail ‘brick and mortar stores’ that are in “the market for the

sale of goods or services to consumers rather than producers or intermediaries” (The Free Dictionary, n.d.).

• Globalization • Is defined as “the act of globalizing, or extending to other or all parts of the world;

also worldwide integration and development” (Dictionary.com, n.d.). • Internationalization

• Is a term used interchangeably with globalization, • Is defined as “the growing tendency of corporations to operate across boundaries.” • Also applies to marketing as “an approach to designing products and services that

are easily adaptable to different cultures and languages” (BusinessDictionary.com, n.d.).

• The Global Market • The global market is the “activity of buying or selling goods and services in all the

countries of the world, or the value of the goods and services sold” (Financial Times/Lexicon, n.d.).

• Global marketing strategies are “based on the region the company is marketing to” (BusinessDictionary.com, n.d.).

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LITERATURE REVIEW• The retailer’s business functions and units, based on the home country, may not be

successful in the host country. • The skills required for the assessment and realignment to meet the needs of global

consumers is a challenge that many retailers find difficult (Rajagopal, 2014). • To complicate matters, there are controllable as well as uncontrollable factors in the

global environment. • These differ significantly across borders and may require adjustments in several

areas, including cost and price structure; and the distribution infrastructure / logistics (Rajagopal, 2014).

• From another viewpoint, on-line shopping is on the increase; • However, literature on the strategies in the globalization of the retail industry indicate

the importance of the ‘brick and mortar stores’. • For instance, “in China, 45 percent of consumers make purchasing decisions inside

shops” (McKinsey & Company, 2013).• The success in one country and failure in another begs the question, what does it take to

understand global expansions in new markets?

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LITERATURE REVIEW• Researchers Clarke and Rimmer (1997); and Palmer (2000) indicate the significance of

learning for any organization, including retail. • In addition to understanding how learning influences retailers’ behaviors in

practice, they also note the importance that learning plays in avoiding repetitive, costly mistakes (Palmer, 2017).

• Learning is also researched by Peter M. Senge. • In his well-known book titled “The Fifth Discipline” (2006), Senge offers the

argument that “the entire global business community is learning to learn together, becoming a learning community” (p. 4).

• The importance of learning is sustained by the fact that “for many retailers, going global represents the best path to long-term growth, and, eventually, profitability as well” (Deloitte, 2012, p.1). • On the other hand, in the global community, where one retailer may have once

dominated a vertical / horizontal market, there are now dozens. Each retailer strives to improve their market share with innovative strategies in several areas; such as product lines, lower costs, and accessibility.

• However, duplicating these efforts in a global market sometimes results in failure. That is, the strategies that work well in one market may not work at all in another.

• Unfortunately, there are important lessons that are often overlooked from prior experiences in retail market entry and development (Palmer, 2017).

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RESEARCH DESIGN & METHODOLOGY• Learning from industry-wide successes and failures can provide guidelines for future

global ventures; therefore, the historical events approach has been selected. • The historical events will be used to describe issues in the retail industry. • The “case-oriented focus” will allow an array of issues to be covered (Schutt, 2009, p.

428). • Specifically, the qualitative analysis will highlight “the ‘case’ as a whole, with the

parts being understand in relation to each other as well as in the context of the entire case;” i.e. consumer preferences; with regards to subsequent actions such as changing the product lines or closing stores (Schutt, 2009, p. 428).

• The analysis is based on behaviors in a natural setting, the retailers’ setting; and not in a controlled environment. • The resulting ‘thick description’ “provides a sense of what it is like to experience that

setting from the standpoint of the natural actors in that setting” (Schutt, 2009, p. 321).

• Accordingly, case studies not conducted in an “artificial laboratory environment” are considered to be “more easily generalized to everyday life and thus may have greater external validity” to the retail industry (Adams & Lawrence, 2015, p. 227).

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CASE STUDIES: OVERVIEW• The categories represent a few of the challenges for global retail expansion. • The categories are not presented in any particular order;

• However, it should be noted that consumer preferences and logistics dominated as key issues to be addressed.

• Directly related to those issues were real estate costs and location that were, in large part, due to the national / regional differences.

• Moreover, complex and, sometimes, vague, regulations and laws stymied several global efforts.

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CASE STUDY: PART 1: Consumer Preferences• Success: Consumer Preferences: Costco

• Home Country: United States• Host Country: Taiwan

• Since 2003, Costco has successfully expanded its operations globally into several countries (Farfan, 2016).

• One example of their successful globalization is in Taiwan, where Costco’s “average annual gross sale per store is greater than that of any other discount store retailer in Taiwan” (Yeh, 2010).

• Costco’s success is based, in part, on their product selection that aligned with consumer preferences. • Their strategy emphasizes “leading domestic brands and select international

products” (Yeh, 2010, p. 28). • With thirty-five of their products imported, Costco Taiwan’s inventory “has a high

percentage of foreign products” (Yeh, 2010, pp. 28-9). • In contrast, when Carrefour, from France expanded into Taiwan, a more localized

product line was selected (Yeh, 2010). • “With 90% of its products and services from local suppliers”, Carrefour’s stores in

Taiwan are also doing very well (Yeh, 2010, p. 33).

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CASE STUDY: PART 1: Consumer Preferences• Failure: Consumer Preferences: Tesco

• Home Country: United Kingdom• Host Country: United States

• Did a substantial amount of research prior to their expansion to California, in the United States. • Nonetheless, the failure of their ‘Fresh and Easy’ chain is blamed on a lack of

understanding of consumer preferences; in relation to shopping habits, store location, and the effect of economic conditions.

• In Britain, where Tesco has been successful, consumers are inclined to take home a “single-serving ready meal” (Walker, 2013).

• However, in the United States consumers are used to take-out meals or buying groceries to make their own. The idea of buying a pre-packaged ready to cook meal was out of the norm for United States consumers (Heffernan, 2013). • The location was also not suitable for consumers in the area.

• Consumers were used to shopping for quantity and pricing in much larger retail outlets.

• Tesco’s prices were geared toward upper middle class; while the stores were located in working class neighborhoods (Walker, 2013).

• In addition, Tesco’s expansion to the United States in 2007 was confronted with the recession. • Consumers, already anxious about how to spend their time to get the most benefit,

were less inclined to changing buying habits to accommodate the transition to the ready to cook supermarket meals (Heffernan, 2013).

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CASE STUDY: PART 2: Logistics• Success: Logistics: Tolaram Company

• Home Country: Indonesia• Host Country: Nigeria

• When Tolaram first began its operations in Nigeria in 1988, the vast majority of Nigerians had never seen an Indomie instant noodle (Christensen, Ojomo, & Van Bever, 2017, p. 133). • However, management saw the opportunity “feed a nation with a very affordable and convenient product” (p.

133). • Due to the void in the infrastructure in Indonesia, the Tolaram Company

• Created its own manufacturing, logistics and retail infrastructure. • To control costs, the manufacturing of the noodle was shifted to Nigeria.

• Realizing that they had to “integrate its operations both forward and backward”, the company invested in everything from electricity and water for production to getting the product to market (Christensen, Ojomo, & Van Bever, 2017, p. 134).

• Nigeria has no “formal supermarket sector”, • “Tolaram’s managers chose to invest in a supermarket supply chain that began with company-owned trucks

and expanded to include distribution warehouses and storefronts” (p. 134).• Beginning with a thorough understanding of a country’s infrastructure is a key area frequently overlooked by

multinational retailers looking to expand globally. • Fortunately, Tolaram took into consideration that “doing business in emerging markets may not be the same way

that business is done in developed nations” (Khanna, Palepu, & Sinha, 2005).• Rather than wait for the international development agencies or the Nigerian government to address

infrastructure changes, the company did what was necessary to ensure success. • Today, the company “sells 4.5 billion packs of noodles in Nigeria annually” (p. 134).

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CASE STUDY: PART 2: Logistics• Failure: Logistics: Target

• Home Country: United States• Host Country: Canada

• Target Canada’s failure has been blamed on a lack of understanding in several areas, including supply chain operations (Banjo, 2015). • Failure to adapt their operations resulted in empty shelves and disorganized product display. • In addition, Target Canada’s inventory did not satisfy consumer preferences.

• The logistics between the warehouses and the Target Canada stores were challenged from the start by the technology governing inventory and sales (Castaldo, n.d., p. 1). • In the United States, Target stores used technology that had been fine-tuned over the years to

work seamlessly between management, sales, and vendors to stock store shelves. • However, the system “was not customized to deal with the Canadian dollar and the French-

language characters” (Castaldo, n.d., p. 9).• The lack of operational readiness contributed to a shopping experience that left shoppers

disgruntled (Castaldo, n.d.). • Understandably, shoppers turned to social media to vent their frustration. • Target Canada’s management responded that the demand was more than was expected and

that the situation would be resolved soon. • After just a few years of frustrated attempts to improve the inventory and sales technology to the

point that worked so well in the United States, Target Canada closed its doors.

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CASE STUDY: PART 3: Real Estate• Success: Real Est ate: Carrefour

• Home Country: France• Host Count ry: Taiw an• Retai l globalization has driven up prices for real est ate “and has made pr ime locations harder to find” (Del oitt e, 2012). • Whil e the retail demands from the emerging mi ddle class in some count ries has i ncreased t he need for real est ate, the l ocal capacity t o accommodate large multinational ret ail organizations is inadequat e (D eloitt e, 2012). • On t he other hand, the challenges in the Uni ted States economy has cr eated opportunities for foreign retailers to enter mature markets i n pri me r etail locat ions (Deloitt e, 2012). • For r etail ers expanding into Taiwan, the availabi lity of real es tate, along wi th t he complex regulations for use ther eof, requi res adaptabili ty and flexi bilit y. • Carrefour f rom France, has success fully navi gated both the real estate and legi slati on is sues (Yeh, 2010).

• Carrefour met legislative guidelines by “modifying its retail format into a smaller discount store format” (Yeh, 2010). • Their decision is also “an essential location strategy” in Taiwan, where large parcels of land in prime locations for retailers is hard to find (Yeh, 2010).

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CASE STUDY: PART 3: Real Estate• Fai lure: Real Estate: Best Buy • Home Country: Uni ted States• Host Country: Unit ed Ki ngdom; China• Best Buy’s failure in the United Kingdom ( U.K.) can be at tributed t o: • Their “choice of large outlets in out-of-tow n (and out of the way) locat ions” (O’ Brien, 2011).

• Wi th an economic downturn and the ri sing price of f uel, consumers wer e unw illi ng t o travel just to buy elect roni cs. • In spite of the ini tial problems , Best Buy, sure that the economy w ould improve, continued to open more stores in out- of-tow n locations.

• The retailer missed the option to open flagship stores, located in busy shopping centers, to acquaint consumers with its product line.

• Similar ly, i n Chi na, Best Buy “made the mistake of focusing on large, flagship stores” , “rather than smal ler, convenient ly located retail out lets” (Rein, 2011). • Pri maril y, w ith China’ s “perennial tr affic congestions and lack of parking”, consumers “prefer to shop closer to their homes” (Rein, 2011). • In additi on, s ince China’s government has banned free shopping bags, consumer s tend to buy less and shop more f requently, “fur ther fueli ng the popular ity of neighborhood s tores” (Rein, 2011).

• In contr ast, instead of using thi rd-party r etail ers such as Bes t Buy, manufacturers Sony and Appl e have successfully opened shops, i n busy locations, w here they not only sell t heir products but al so bui ld r elati onshi ps w ith t heir consumers (O’ Brien, 2011).

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CASE STUDY: PART 4: Regulations and Laws• Success: Regulations and Laws: Amway

• Home Country: United States• Host Country: China

• In 1998, Amway was already successfully established in China when regulations, which professed a “ban on direct selling”, were passed (McKinsey & Company, 2013, p.57). • Those regulations made the way that Amway did business fundamentally illegal. • Rather than lose a viable market, Amway’s executives made numerous trips to

Beijing to explain their business model. • As a result of those meetings,

• Amway opened stores throughout the country plus “invested more than $200 million in manufacturing and R&D centers in China” (McKinsey & Company, 2013, p.57).

• China “reshaped the regulation of direct sales and Amway made adjustments to its practices to comply with regulations” (p. 57).

• Currently, “Amway is China’s second-largest consumer-products business” (p. 57).

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CASE STUDY: PART 4: Regulations and Laws• Failure: Regulations and Laws: Wal-Mart

• Home Country: United States• Host Country: India

• In the United States, Wal-Mart has been successful in their strategies promoting “diversification, scrambled marketing and ‘one-stop’ shopping for consumers” (Rajapol, 2014, p. 134).

• However, in India, their partnership with Bharti Enterprises Ltd has been confronted with regulations and court cases. • The government regulations in India require “30% sourcing from medium and small enterprises” (The Wall

Street Journal India, 2013). • In this case, the government has suggested launching a Wal-Mart cola.

• Since shoppers can simply go across the street to an Indian retailer to buy their choice of cola products, the 30% sourcing is not feasible (The Wall Street Journal India, 2013).

• Behind this concern is that, in India, the social interaction between retailer and consumer is important. • Consequently, “consumers may prefer to purchase products from small stores despite poor

assortment and variety” (Khare, 2014, p. 11). • Other regulations, such as the Public Interest Lawsuit in India, have also created a problem. This regulation

allows “any individual to go to court and request a lawsuit on behalf of the public” (The Wall Street Journal India, 2013). • The pending lawsuit challenges “whether Wal-Mart’s structured agreement with its partners Bharti was

appropriate or not” (The Wall Street Journal India, 2013). • The lawsuit is the result of technical changes, that the retailer was not aware of, in foreign exchange rules

in the reserve bank of India. • While Wal-Mart remains optimistic about doing business in India, the retailer is waiting until they are sure that

they are “100% compliant with the law” (The Wall Street Journal India, 2013).

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DISCUSSION: Slide 1 of 4• For the most part, retailers did evaluate the situation prior to globalization;

• However, some were overconfident with the results of their research; while others “allowed memorable events of the past to dictate their view of what might be possible now” (Hammond, Keeney, & Raiffa, 1998, p. 47).

• Example: Tesco, based in the United Kingdom, successful in gaining insight with their use of “big data and advanced analytics”, conducted an in-depth analysis of the market in the United States before opening its first store (McKinsey & Company, 2013, p. 7). • All things considered, their prior success, coupled with their research, indicated that

profits and growth were on the horizon. • Nonetheless, Tesco, after suffering considerable expense and lost profits, decided to

close-up shop in the United States (Walker, 2013). • Whatever the approach to evaluating the situation, the information requires decisions.

• Decision-making is a tough, risky process that can become the foundation of success or the blame for failure. • In either case, decisions can generally be tracked back to where and when they

were first made. Far too often, “the alternatives were not clearly defined, the right information was not collected, and the costs and benefits were not accurately weighed”; (Hammond, Keeney, & Raiffa, 1998, p. 47). • In the business sector, including retail, some of the “psychological traps” that

contribute to poor decisions include “the anchoring trap” (p. 47). • Other decisions may be affected by the research design, interpretation, and use

of the results.

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DISCUSSION: Slide 2 of 4• Anchoring Traps

• “tend to give too much weight to past events and not enough weight to other factors” contributed to some of the retailers’ decisions (Hammond, Keeney, & Raiffa, 1998, para. 9).

• Because “situations characterized by the [global] marketplace as historical anchors can lead to poor forecasts and, in turn, misguided choices”, learning to identify and avoid them is important (Hammond et al, 1998, para. 9).

• Example: In Best Buy’s failure, the retailer expected that their “choice of large outlets in out-of-town (and out of the way) locations”, that worked so well in the United States, would work in the United Kingdom (U.K.) (O’Brien, 2011). • Thus, the retailer missed the point that flagship stores, located in busy shopping centers, to

acquaint consumers with its product line, would have been a better choice. • Example: Wal-Mart in Canada's success is not an indication that historical anchors should be relied

upon. • In comparison to its success in Canada, the retailer decided to close 60 of its stores in Brazil

(Layne & Haynes, 2016). • The big picture is that, in Brazil, Wal-Mart could not compete with the “more established

supermarket chains”, including France’s Carrefour (Teledu, 2016). • But, in their reliance on historical anchors, Wal-Mart’s choice of location appears to be the

driving force behind the falling profits. • Whereas Wal-Mart decided to open stores in Brazil’s “deep south and far north”, the

success of the more established supermarket chains is at least partially credited to their location in key cities, such as Rio de Janeiro (Telesur, 2016).

• In contrast, Wal-Mart Canada purchased the former Woolco stores that were in prime retail locations (Heller, 2015).

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DISCUSSION: Slide 3 of 4• Research-Practice Gap (Rousseau, 2006)

• The gap is described as one where organizations are less likely to use ‘evidence-based management’ that is based on rigorous research practices.

• Instead, managers tend to rely on past experience (Saunders, Lewis, & Thornhill, 2012). • The Bonabeau (2003) study reported that “45% of managers prefer to rely on their instincts rather

than facts and figures when making business decisions…” (Snowden, 2015, p. 269). • Right from the start, some retailers relied more on past experience to lay-out their plans.• Example: The ‘research-practice gap’ is evident in the Target Canada stores.

• Target had ample indication that they were not ready to open their stores in Canada. • Employees were well-aware of and had voiced their concerns regarding operational problems.

• These included the challenges in moving the inventory from the United States-based distribution centers to the Canadian stores, transaction systems that could not handle the processes, and the technology governing inventory and sales that no one fully understood (Castaldo, n.d.).

• Nonetheless, especially since this would have caused delays in the rest of the planned openings, senior level management decided not to postpone the opening of the first three test stores.

• Though there were immediate problems, Target was confident that, with their retail strategy that had been perfected in the United States, the stores would succeed in Canada (Castaldo, n.d.).

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DISCUSSION: Slide 4 of 4• Discovery Phase

• In light of the challenges, an ongoing discovery phase--“the process of learning something that was not known before”—might provide some insight (MacMillan Dictionary, n.d.). • The information would have to be the result of substantive research,

that is learned, and then actively applied to the process and operations.

• The learning experiences of other retailers may contribute to filling in some of the ‘discovery’ phase.

• On the other hand, retailers need to approach their ‘discovery’ in a way that does not automatically accept prior processes or that relies too readily on historical performances.

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RECOMMENDATIONS FOR FUTURE RESEARCH• Conceptualization

• Consistent with researchers Dawson (2001) and Howard and Dragun (2002), further studies on the conceptualization of the internationalization of the retail industry are needed to “capture the multiplicity and difficulties in the retail internationalization process” (Palmer, 2017).

• Meta-Analysis of Existing Studies• Clarify the identification and operationalization of concepts to develop a framework.

• The research could “explore the way in which the retail firm reflects on individual decisions it has made, and how this might influence their perceptions and actions” (Palmer, 2017).

• Studies that cover a wide range of home / host countries, would offer a worldview of the issues. • Specific issues within those studies, such as logistics or consumer preferences, could be

compared across regions. The results of the comparative study might indicate special circumstances per geographic location.

• Empirical Research• Along with these conceptualization issues, there is a lack of empirical research (Palmer, 2017).

• Due to the lack of statistical power to detect small effects in the area of business research, there have been an unacceptably high number of both Type I (incorrectly rejecting a true null hypothesis) and Type II (incorrectly retaining the null hypothesis) error rates; both causing invalid inferences regarding real-world effects (Ellis, 2010).

• The invalid inferences by researchers and readers regarding the understanding and application of scientific and real-world effects can be problematic for the retailers’ use thereof (Ellis, 2010).

• Overall, the information could be used to inform pre- as well as post-global expansion decisions.

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CONCLUSION• According to the 2013 McKinsey and Company report:

• “100 of the world’s largest companies, with headquarters in developed economies, derived just 17 percent of their total revenue from emerging markets” (p. 48).

• Those emerging markets currently “account for 36 percent of the global GDP and are likely to contribute more than 70 percent of the global GDP growth between now and 2025” (McKinsey & Company, 2013, p. 48).

• That GDP offers potential global markets for the retail industry. • However, a prudent, learned approach in the globalization of the retail industry is

crucial to assure profitability.• There is no one reason as to why Target Canada closed its doors and Costco in

Taiwan is doing so well. • The success, or lack thereof, is based on a number of factors that are not readily

available at first glance. • Unfortunately, while some tried and true formulas have worked very well; others

have been known to falter miserably, leaving a wake of empty stores and lost profits.

• Thus, it is best not to assume that what works well in one home or host country will migrate well to another location.

• Due to the evolving market, success requires due diligence throughout the process of global expansion; and needs to be continued even after the retailer has been established in the host country.

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References• Adams, K. & Law rence, E. (2015). Research methods, statistics, and applications . Thousand O aks, CA:

SAGE Publications, Inc • Banjo, (2015). Target’s failure to bring Cherry Coke to Canada helped doom its international expansion

plans. From https://qz.com/327378/targets-failure- to-bring-cherry-coke- to-canada-helped-doom- its-international-expansion-plans/

• Barwise, P. & Meehan, S. (2004). Bullseye: Target’s cheap chic strategy. Harvard Business School Working Know ledge. From http://hbswk.hbs.edu/archive/4319.html

• BusinessDictionary.com (n.d.). Internationalization. From http://www.businessdictionary.com/definition/internationalization.html

• Business Wire. (2015). Wells Fargo 2015 international business indicator: Western Europe a top international market for U .S. companies. From http://www.businesswire.com/news/home/20150401005243/en/Wells-Fargo-2015- International-Business- Indicator-Western

• Castaldo, J. (n.d.) . The last days of Target. The untold tale of Target Canada’s difficult birth, tough life and brutal death. From http://www.canadianbusiness.com/the-last-days-of- target-canada/

• Cheng, A. (2015). What Wal-Mart got right in Canada, and what Target botched. From http://www.marketwatch.com/story/what-wal-mart-got-right-in-canada-and-w hat-target-botched-2015-02-11

• Christensen, C., Ojomo, E., & Van Bever, D. (2017, Jan/Feb). Africa’s new generation of innovators. Harvard Business Review, pp. 128-136.

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