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WHY WAL-MART CAN'T FIND HAPPINESS IN JAPAN
This paper has discussed on Wal-Mart company poor performance in Japan markets, therefore it looks at the major challenges which it faces, its future plans and strategies to overcome the problems they face while marketing their products
|language || ||english
|wordcount || ||3486 (cca 9.5 pages)
|contextual quality || ||N/A
|language level || ||N/A
|price || ||free
|sources || ||10
Table of contents
1.0 INTRODUCTION 1
1.1 CHALLENGES FACING WAL-MART 1
1.2 WAL-MART\'S PLANS 4
1.3 WAYS TO FIX WAL-MART 5
1.4 MANAGEMENT FIT 7
1.5 WAL-MART IN PRICE-CUTTING MODE 8
1.6 CULTURE CLASH 10
1.7 WAL-MART MAY HAVE AN INDIA PROBLEM 11
1.8 REFERENCES 12
Preview of the essay: WHY WAL-MART CAN'T FIND HAPPINESS IN JAPAN
WHY WAL-MART CAN'T FIND HAPPINESS IN JAPAN 1.0 INTRODUCTION Very small numbers of foreign enterprises have been successful in finding happiness in Japan. Retails shops generally barely can be in a position of getting contract with the local producers, they are normally slow to accommodate to the local buyers, and on the odd occasion can catch first-rate partners for business in Japan. For instance, the IKEA had to penetrate the Japanese market twice. Allan (2009) says that its first trial was never successful, and to get away with the trouble of their unsuccessful combined venture with a local partner, they had to do a way with everything, leave the country, and go back home. It is actually a very huge investment for most, but not much revenue if they succeed. 1.1 CHALLENGES FACING WAL-MART Despite the fact that they had acquired Seiyu in the year two thousand and five and build a one hundred and forty five thousand square foot, two- level store that was situated next to ...
... that he has never had one minute's appeal of discussion on the subject of whether Wal-Mart should pull out of Japan. Thomas (2006) says that the company unquestionably possesses the technological as well as the financial means of staying the course; however, the tougher question is that regarding cultural fit with both employees and the customers. Suzuki asserts that in spite of the town-hall meetings together with all the other American-style strategies that the company has tried, the employees still do not trust Wal-Mart. Johnson of Customer Growth Partners said that it is a very serious problem: Wal-Mart has not blown it, although they still need to get things correctly with the customers there, it is still a most important work in progress.
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