The Resource Based View Of Wal Mart Management Essay

The broad marketing environment of an organisation consists of the intra-organisational interactions amongst its internal factors, as also the external, diverse and inter-related environmental factors that are referred to as the external macro-environment (Lancaster & Reynolds, 2001).

Michael Porter’s diamond model states that whilst criteria like location, land, labour and magnitude of local population are conventionally considered to be influential in shaping competitive advantage, the real competitive national advantages are obtained by factors like strategy, organisational structure, business rivalries and competition, and related ancillary industries (Proctor, 2002).

Hofstede, in his study of international cultures found that cultures comprise of rituals, values, symbols and heroes and that the bedrock of cultural differences between organisational culture flowed from five dimensions of national culture, (Hofstede, 2001), namely (a) power distance, (b) Uncertainty avoidance, (c) individualism, (d) long-term orientation and (e) masculinity (Vinken, Soeters, & Ester, 2004).

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The larger macro environment, widely referred to as the PESTEL analytical framework, concerns political, economic, societal, technological, environmental and legal factors, whose analysis helps in scrutinising and pinpointing the influence of such environmental forces on organisations (Gray, 1999, P 12). Ritzer (1996) concludes that whilst remonstrating and opposing McDonaldisation is potentially worthwhile, the future of added McDonaldisation appears inevitable (Alfino, Caputo, & Wynyard, 1998).

The resource-based view (RBV) centres into intra-industry heterogenic organisations and contends that firms are distinctive packets of resources and capabilities providing the foundation for gaining competitive advantages; it conveys that organisations should leverage these self-owned resources even in unstructured international markets (Fahy, 1996). The RBV states that competitive advantage from resources can be achieved only if such resources are precious and enable the exploitation of an external opportunity or the counteracting of a threat (Fahy, 1996).

Another critical characteristic of resource is rarity, which is inherently the key to heterogeneity, i.e. competitors should not have or be able to access similar resources rendering competitive advantages (Fahy, 1996). The critical condition of imperfect or limited mobility of resource must be further satisfied; imperfect resources that render competitive advantages must not be tradable amongst competitors (Fahy, 1996). Finally, the resource should be imperfectly imitable (Barney, 1991) or as per Peteraf (1993), render several ex-post restrictions to the opposition (Fahy, 1996).

Stalk, Evans and Schulman (1992) aver that Wal-Mart’s growth, leading to its market supremacy, vests in its unique logistics competencies, which underline the magnitude of capabilities as latent causes of competitive advantage; their “cross-docking” coordination system makes certain that merchandise between two loading docks is transported in not more than forty eight hours (Fahy, 1996). This has benefited Wal-Mart not only in cutting cost of sales, and thereby improving margins, by 2 to 3 percent, but also in minimising the inventory levels (Fahy, 1996), working capital cycle and interest costs. The above system is therefore, seen to be immensely beneficial in value generation through cost reduction and thereby in being a source of competitive advantage; since it satisfies all requisite criteria (Fahy, 1996).

The cross-docking system is rare. As it is resource based in terms of the joint utilisation of personnel, delivery vehicles and transportation and communication systems, it satisfies the condition of imperfect mobility (Fahy, 1996). It is also enormously complicated and thus difficult for competitors to reproduce, vis-a-vis the requisite coordination and communication between vendors, distribution centres, sales depots and outlets; it is this intrinsic ability to raise high barriers to imitation that bestows Wal-Mart with competitive advantage (Fahy, 1996).

The advanced management methodologies underlined by the current advances in technology now permit the availability of customised merchandise on mass scales; such mass customisation arises from the juxtaposition of dual Japanese systems of flexible manufacturing, or lean production system, and adaptable marketing systems (Yasumuro, 1993), (Alfino, Caputo, & Wynyard, 1998).

Wal-Mart is being able to successfully utilise its resources and competencies in establishing sustained competitive advantage, with appropriate and combined application of Porter’s Diamond model with PESTEL methodologies and RBV theory, in order to cater to variable, disparate and localised merchandise preferences, desires and needs of their customers.

Question 2:

In May, 2006, Wal-Mart announced the sale of all its 16 South Korean stores, and shortly thereafter, in July of the same year, the sale of its German operations to Metro A.G.; after eight years of effort to try to make the businesses profitable (Depamphilis, 2009). Unlike its remarkable success in getting it right on its home turf, Wal-Mart could not adapt to the regulatory and cultural differences, as well as the strong labour unions, in Germany (Depamphilis, 2009). The intensity of the German competitors in offering very low price points across product categories and the consumers’ thrift and prudence was also largely underestimated by the company (Depamphilis, 2009). Various factors like (a) the German shoppers’ adverse perceptions regarding clerks bagging groceries, (instead of themselves, as per their habitual practice), (b) legal tussles with employees over Wal-Mart’s policies against employee-supervisor liaisons, (c) the company’s inability to proffer extended shopping hours or to sell below cost, (because of German regulations), and (d) its inability to implement cost reductions because of strong unionism, contributed in making the company’s German venture a big mistake (Depamphilis, 2009).

Wal-Mart forayed into Korea with the acquisition of 4 units, in 1999, from the Metro owned Dutch chain named Macro (Mahajan-Bansal, 2010). Korea is a comparatively established market with the local Emart being the leader in the retail marketplace (Mahajan-Bansal, 2010). Emart was made an acquisition offer by Wal-Mart, which it rejected (Mahajan-Bansal, 2010). The company was also cautioned by Emart that with Korea being a localised market with very specific customer needs and wants, Wal-Mart’s size and its status as the largest global retailer would not be very relevant in achieving competitive advantage in the Korean marketplace (Mahajan-Bansal, 2010). Wal-Mart entered the market with a bang but could never gain prominence; after seven years it sold its stores (ironically) to Emart and exited the market (Mahajan-Bansal, 2010).

In China, on the other hand, the company progressed well. Avoiding major blunders, it has been able to achieve the right mix of localisation of store formats and merchandise mix (Mahajan-Bansal, 2010). China’s high heterogeneity, with regard to its people’s habits and wants are similar to that of any other developing economy (Mahajan-Bansal, 2010). It has laboured hard to become an esteemed retailer in China, even as it is still too early in the country to realise its full potential (Mahajan-Bansal, 2010). This is important because China and India are at the centre of Wal-Mart’s global ambitions for Asia (Depamphilis, 2009). Wal-Mart reckons China as a solitary large market, whereas its more successful French competitor Carrefour considers China as a cluster of regional or local markets; Wal-Mart has a centralised sourcing and distribution centre unlike Carrefour (Mahajan-Bansal, 2010). The Chinese prefer to purchase fresh poultry and meat; hence the need for local sourcing to be faster and smarter rather than being centrally sourced (Mahajan-Bansal, 2010).

Wal-Mart in China assists local retailer businesses to improve their functioning and service standards in order to integrate better with the local economies (Wal-Mart Group, 2010). Its perseverance in localisation of procurement creates more job opportunities, reposes trust in local producers, and helps in sustaining local economies (Wal-Mart Group, 2010). Wal-Mart treats its Chinese vendors as partners in development. Practically 95% of the goods sold by the company are locally produced by almost 20,000 suppliers (Wal-Mart Group, 2010). Wal-Mart’s journey in China has been fraught with many challenges, primarily due to the American retailing methodologies followed by the organisation (Gopalkrishnan, 2009).

The singular differentiator between Wal-Mart’s strategies and Carrefour’s more entrenched adjustment to the Chinese environment lies in it appreciation of and response to local culture and consumer behaviour (Gopalkrishnan, 2009). In China the company possibly needs to understand that heterogeneous Chinese shoppers would possibly be better served by decentralised operations, combined with simultaneous leveraging of its competitive advantages of low prices, quality, and technologically superior logistics (Gopalkrishnan, 2009). Working together with local partners within the regulatory framework and cultural landscape is a critical lesson that appears to have been absorbed and espoused in advancing its Chinese retail footprint (Gopalkrishnan, 2009).

Wal-Mart, by exiting the German market, (post the $ 1 billion pre-tax bottom-line hit), and retreating from the Korean marketplace, conveyed to its stakeholders the lessons it learnt on (a) the importance of appreciating cultural and environmental differences in new markets and (b) the need to focus sharply on profitability and returns in its global investment and growth strategy (Workman, D., 2006).

Question 3:

The widely used PESTEL framework represents an analytical methodology for evaluating the milieu in which individual organisations or industries operate, work and are managed; such an analysis aids in methodically focusing upon and assessing the impact of various environmental forces, namely those that are political, economic, socio-cultural, technological, environmental and legal in nature, upon business organisations or particular industrial segments (Gray, 1999, P 12).

The Wal-Mart group scrupulously operates within the political and legal frameworks in all the countries in which it operates; such a strategy can often lead to the emergence of serious challenges, as in Germany where local regulations did not permit the company to extend the weekend hours or to sell below cost (Depamphilis, 2009). The company’s expansion into different nations are also dependent on local political conditions and governmental and local regulations, as illustrated by Wal-Mart’s unsuccessful foray in Indonesia, where it needed the support of Suharto’s network to ensure continuance of operations (Mahajan-Bansal, 2010). Apart from such factors organisations have to deal with copious local laws regarding labour and welfare; other trading regulations also affect business operations and need to be complied with, by organisations, their employees and their participating associates.

Ecological challenges with regard to environmental protection and use of green production methodologies also need to be diligently targeted above minimum statutory requirements and achieved; Wal-Mart projects itself as a sustainability leader and incorporates participation of all internal and external associates and partners in setting targets for fulfilment of their energy needs (Wal-Mart Group, 2010). Its environmental and green objectives are targeted to be achieved through greater use of renewable sources, encouraging use of environmentally friendly products and working towards zero waste (Wal-Mart Group, 2010). Catastrophic events and fluctuating weather patterns can also challenge operational efficiencies (Wal-Mart Group, 2010).

Most global retail players have at one time or another felt the need to factor in challenges relating to country specific general economic conditions, disposable incomes of shoppers, buying patterns and preferences, cost of goods and labour, interest and currency exchange rates, customer debt levels, credit availability and history, fuel and energy prices, insurance costs, et al. (Wal-Mart Group, 2010). Economic challenges, especially in forays into matured markets, include top-line protection, sustained profitability and cash flows; these challenges assume critical proportions, not only due to the intense rivalry and competition in the retail turf, but also due to wafer thin margins and the fairly long gestation period involved in setting up just-in-time inventory and logistics, and best in class infrastructure.

The socio-cultural norms of no two nations are alike. This poses immense challenges in conforming to local practices and customs and therefore requires diligent and sustained efforts in satisfying cultural needs; inadequate attention to cultural needs has led to numerous retail failures across the globe; Germany and Korea represent two cases of different cultures that Wal-Mart failed to tackle appropriately (Depamphilis, 2009). Another case in point is the heterogeneous nature of the Chinese population, which mandates local rather than centralised sourcing (Mahajan-Bansal, 2010). Diverse cultural environments prevail even within small countries, on the lines of geographical or other divisions, demanding adherence by business to disparate social and cultural norms.

Retail forays into new international marketplaces need implementation of contemporary technology for combating the inherently competitive nature of the industry. Wal-Mart and other major retail players are using RFID (Radio Frequency Identification) technology for product tagging and coding to combat the logistics challenges for procuring, moving, stacking and selling ever increasing volumes and varieties of merchandise across geographies and continents (Stoler, 2006).

Additional risks that Wal-Mart could be exposed to in its global businesses could emerge from fiscal and monetary policies and inflation rates of its host countries, political, social and economic instability, adverse tax consequences, and, inter alia, difficulties in enforcing IPRs (Intellectual Property Rights) in non-US countries (Wal-Mart Group, 2010).

The mitigation of these challenges and risks essentially lie in diligently adapting to local country-specific and region-specific norms and regulations and in synergising them with proprietary best-in-class expertise in technology and logistics. Such stratagems are required for the progression of glocalisation or transnational objectives and attainment of economic and sustainable growth.

Question 4:

The management of the Wal-Mart conglomerate employs numerous measures for evaluation of corporate performance, the chief among them being (a) total sales, (b) operating income, (c) comparable store sales, (d) diluted income per share from continuing operations, (e) return on investment and (f) free cash-flow (Wal-Mart Group, 2010).

The total sales for the fiscal year ended January 31, 2010, clocked in at $ 401.2 million compared to $ 374.3 million for the previous year, registering a 7.2% growth, following a 8.6% growth in the previous 2008 fiscal (Wal-Mart Group, 2010). Such enhancement in net sales resulted from diverse acquisitions, store sales additions, and the worldwide expansion of business (Wal-Mart Group, 2010).

The efficacious management and leveraging of expenses of the company can be measured by operating income, which rose by 3.95 % in fiscal 2009, against an increase of 7.1% in the previous year; this occurrence occurred primarily because of International’s adverse impact from foreign currency conversion rates, (amounting to $ 2.3 billion) and the Sam Club’s marginal percent decrease, due to increases in operating and overhead expenses (Wal-Mart Group, 2010).

Introducing new stores leads necessarily to reduction in sales of existing stores in the vicinity; as per revised capital efficiency computation methodology, the adverse approximate impact on current store sales was 1.1% and 1.5% in fiscals 2009 and 2008 respectively; this impact will abate in future due to intended reduction in opening of new stores (Wal-Mart Group, 2010).

The diluted income from continuing businesses increased from $ 3.16 in fiscal 2008 to $ 3.35 per share in fiscal 2009, consequent to income enhancements, combined with repurchase of outstanding quantum of weighted average shares. The corresponding figure for fiscal 2007 was $ 2.92 diluted income per share (Wal-Mart Group, 2010).

The Return on Investment (ROI), a critical measurement tool for assessment of efficiency of deployment of assets by the organisation, stood at 19.3% for fiscal 2009 and 19.6% for fiscal 2008. Some of this decrease occurred because of the investment in Chile and the settlement of workers’ class action lawsuits (Wal-Mart Group, 2010).

Free cash flows are net cash flows made available by continuing operations for a period, less the outflows made for purchase of equipment and property during such period, and reflect the capability of organisations to engender additional cash flows from various business segments ; Wal-Mart’s free cash flows increased from $ 5.7 to 11.6 billion through fiscals 2008 and 2009 respectively (Wal-Mart Group, 2010).

A scrutiny of the 5 year financial data reveals that organisational sales increased from $ 281.5 million in fiscal 2005 to $ 401.2 million in fiscal 2009, representing a 42.5% absolute increase (Wal-Mart Group, 2010).

A further analysis of the financials reveals that overall net sales realisation per square footage increased by 1.7% from $ 428.2 to $ 435.7 between fiscals 2007 and 2009 respectively (Wal-Mart Group, 2010). It is also important to note that for the Wal-Mart US segment, (which contributed 63.7% of the overall net sales for fiscal 2009), the net sales realisation increased by 3.6% from $ 418.8 to $ 434.0 per square foot between fiscal 2007 and 2009. The average realisation per store in the US increased from $ 65.73 to $ 69.95 million, representing an increase of 6.4% over the same period (Wal-Mart Group, 2010).

The above performance analysis of Wal-Mart’s business segments, vis-à-vis its strategies, reveals that the group should be able to continue to successfully overcome or sidestep the challenges it must inevitably face in future, considering its worldwide span of operations in 15 diverse global territories. The company’s financials reveal that the strength of its balance sheet will continue, barring major risks, to supplement its resources every year in achieving its strategic objectives for the benefit of its stakeholders.

Question 5:

Wal-Mart forayed into the global marketplace, with the opening of the Sam’s Club in Mexico, in the 1990s, to revitalise its constrained domestic sales growth; this diversification yielded immense results in terms of growth, in both revenues and earnings, especially after appropriate changes in the company’s international strategy were effected in 1999 (Wal-Mart Group, 2007). The company thereafter entered, (in quick succession), Puerto Rico in 1991, Canada in 1994, Brazil and Argentina in 1995, and China in 1996 (Wal-Mart Group, 2007). The subsequent ingress into the UK through the purchase of ASDA, as well as into Japan through Seiyu, furthered its global operations (Wal-Mart Group, 2007).

The first part of the company’s three-pronged strategy, to unlock the value in their global business, addressed portfolio optimisation in making of correct investments, dissociating from unsuccessful investments, and growing both organically and inorganically (Wal-Mart Group, 2007). The second leg of this international strategy, according to Mitch Slape, Wal-Mart’s (International Business Development) Vice President, is to leverage global markets to add value through use of all of Wal-Mart’s resources, competencies, and associations, (Wal-Mart Group, 2007). The year 2007 saw the addition of the third dimension of their strategy, namely, to be triumphant in each of the geographical areas of operation and to have a unique position for eventual generation of value for shareholders. The company, to achieve this, continues to be fixated on the local consumer, relocate know-how, and grow the best international and local talent to enable leveraging the global scale (Wal-Mart Group, 2007).

The competition amongst retail companies on the basis of local market power and local scale establishes the branding, cost composition and recall presence for the customer, in all countries; Wal-Mart hurt itself sorely whenever it did not adhere to this principle (Mahajan-Bansal, 2010). With most of the customers, to the first Mexican Wal-Mart store, commuting by buses instead of cars, the company’s large Americanised parking-lot was piled up with shopping carts at the end that was closer to the bus stop (Mahajan-Bansal, 2010). The product categories and inventories stacked were attuned to American needs, e.g. golf balls for the lower income level customers (Mahajan-Bansal, 2010). Wal-Mart learnt quickly from these initial and relatively minor errors and bounced back to achieve remarkable success (Mahajan-Bansal, 2010).

Bartlett and Ghoshal (1989) aver that the organisation must manage itself to realise the synergies of global assimilation and national receptiveness and learn to thrive in the global arena (Fahy, 1996). In terms of wherewithal, such a theory connotes that the organisation should depend not only on the parent organisation’s resources (global assimilation) or on the resources of the local company (national receptiveness) but must equally highlight both; it must also effectively ensure two-way transfer of learning between both the companies (Fahy, 1996).

Although numerous authors assert the pursuit of a global strategy on the foundation of the industry’s internationalisation prospects (Porter 1986; Yip, 1989), there is a divergent view that companies need to merge both the local and global dimensions; this combination is occasionally known as localisation (Main, 1989) (Fahy, 1996). Translated, the “transnational solution” advocates that global business players assimilate the organisational resources and competencies of both the host and the home country (Fahy, 1996).

The primary and widely accepted reason for Wal-Mart’s success in China, as also in the other countries it has forayed into concerns its ability to, over time, acclimatise its operational, merchandising and marketing stratagems to enable their juxtaposition with the host country’s culture. The pursuit of such a transnational, or glocalisation strategy, has led to the company becoming an entrenched transnational retail player. Wal-Mart has successfully implemented its intended stratagems in growing from one international retail store in 1991 to over 3000 stores in 2007 in 13 non-US markets under 50 diverse banners; with almost 600,000 associates or employees offering goods and services to 49 million consumers every week, it has been growing at a compound rate of 24.7% per annum for the last seven years (Wal-Mart Group, 2007).

Question 6:

Globalisation has ensured enormous wealth creation worldwide over the last two decades. The unprotected and saturated domestic markets of business organisations have forced them to cross their national borders (Stoler, 2006); this global competition has wrought considerable internal and external benefits to businesses and societies across the world.

The direct benefit of quantitative growth has profited Wal-Mart in two critical areas, the first being the considerable economies of scale that Wal-Mart has been able to garner from its worldwide buying clout and second, the benefits that have accrued to it from the exchange of ideas across its global operations (Wal-Mart Group, 2007). Wal-Mart’s volumes have helped it in extracting deeper discounts from all the local businesses of its multinational vendors, like Proctor & Gamble, GE and Unilever; who have their own worldwide operations (Wal-Mart Group, 2007). The flow of ideas across geographies also help in the best practices of one country being imbibed in another; a case in point being the layouts of the wine departments in stores in Argentina being replicated into layouts globally (Wal-Mart Group, 2007).

Technology has propelled the use of bleeding edge innovations in ensuring efficient inventory and logistics controls. Radio Frequency Identification (RFID) product coding and tagging , as an alternative to bar codes, for inventory and security purposes, is already in use by large manufacturers and retailers like Wal-Mart and their worldwide vendors (Stoler, 2006). This translates into immense benefits in terms of supremely efficient global tracking, securing and movement of large volumes of merchandise containers by road, sea and air (Stoler, 2006). Wal-Mart’s use of its competitively advantageous “cross-docking” logistics system, by ensuring the movement of these tracked goods between two docking stations within forty eight hours, results in nominal inventories and substantial saving of 2 to 3 percent (Fahy, 1996). In a business where low costs and stretched margins are crucial, this system has generated substantial business values and market dominance (Fahy, 1996).

The inimitable local and global synergies of bringing together people, communication systems and modes of transportation give Wal-Mart exceptional competitive advantages (Fahy, 1996). The larger implication of the use of these technologies is in facilitating and promoting, rather than in retarding, international trade through addressing of crucial anti-terrorism and security apprehensions (Stoler, 2006). The extensive use of such technologies also implies that customers will soon be able to verify radio-tagged products, know where, when and by whom they were manufactured, the physical components and chemical procedures used in manufacture, the shipment logistics, the dietetic content and , inter alia, their adherence to sustainable development manufacturing methodologies (Stoler, 2006). Such well informed shoppers should further the cause of superior retail management by buying more merchandise than they are content with (Stoler, 2006).

The global commodity chain (GCC) approach of Gereffi and Korzeniewicz (1994) looks at the worldwide unification, along value and / or commodity chains, concerning consumption, distribution and production of goods (Dolan, 2004). This diagnostic tool is especially valuable in identifying the vital role that conglomerates like Wal-Mart, GAP and Nike play in managing activities in value chains (Dolan, 2004). Gereffi (1994, 1999) underlined the criticality of the so-called “buyer-driven commodity chains,” and argued that, in certain business sectors, the large marketers, brand-name companies, and retailers, play a central role in instituting and prodding geographically disseminated manufacturing and supplying systems, without their ownership of such systems (Dolan, 2004).

The horticultural value chain pertaining to UK-Africa demonstrates numerous properties of a “buyer driven commodity chain” (Dolan, 2004). The supermarkets oversee the supply arrangements that cover numerous African nations and not only identify the goods but also the manners of production of such merchandise (Dolan and Humphrey, 2004) (Dolan, 2004).

Such supermarkets progressively establish the manufacturing imperatives of the upstream horticultural entities and obliquely impact their assumed employment stratagems (Dolan, 2004). This enables significant and direct benefits to Wal-Mart in terms of display of disparate and locally preferred merchandise on its shelves worldwide, thereby helping it to service its customers better.

Assignment 2: Individual Reflective Statement

Moon (2004) avers that the stages of the reflective cycle, in the widely used Kolb cycle, (Gibbs. 1988), have been variously described by theorists as (a) the experience, (b) identification of the necessity for a resolution of an issue, (c) explanation of the issue, (d) reassessing and remembering, (e) re-evaluating affections / expressive stage, (f) processing of information and thoughts, (g) the ultimate resolution, likely transformation and action and (h) probable action.

The Business Synoptic attempts to analyse, with the global retailer Wal-Mart, as the case study, the main issues of the frameworks used to garner competitive advantage in the global marketplace. The exercise helps in comparing the successful, or otherwise, entries into different foreign markets and in assessing the learning thus achieved, understanding the challenges and risks associated with such ventures, identifying the appropriate performance indicators for enabling the analysis of performance of last five years, assessing the results of such analysis vis-à-vis the adopted strategies, examining the strategies adopted by the company, and finally deciding whether and why such strategies were and are appropriate, and how globalisation has benefited Wal-Mart.

This reflective statement study draws greatly on the available literatures that cover the disparate fields of marketing management, strategic management, retail management, international business, and industrial organisation economics, as also the information available on Wal-Mart in the public domain, both on and off line. The analysis involves the use of primary and secondary information available from sources like the Wal-Mart group’s website and from books, magazines, journals, the media and newspapers.

Whilst the period of reference for this reflective statement commences in the 1960s, when Wal-Mart was founded, the major part of the analytical period spans from the early 1990s when Wal-Mart established its first overseas venture to the five years from 2004 to 2009, for assessment of financial performance indicators. It is also pertinent to note that adequate care has been taken in making sure that the subject matter under examination is pertinent to the issues under this analysis.

During the course of this study, I have found that my reflective skills have developed, though I have sometimes skipped certain stages of the reflective cycle and have revisited them later, whilst, in other cases, I have digressed tangentially and have veered away from the current topic of study. This has, over the course of the study, enabled me to delve into the multi-faceted aspects of the diverse factors, as well as the underlying processes and policies that are involved in the management of huge conglomerates. This has also enabled me to better appreciate the humungous logistics behind the everyday retail experiences of millions of shoppers, including the author, who throng the ubiquitous worldwide superstores. During the course of one such digression, I was disheartened to learn that a multinational can also be susceptible for liabilities that can arise out of the non- compliance of its contracted associates with corporate policies on contract labour.

The case study revealed the complex relationships that exist between the business environment and the tactical and strategic policies implemented in business segments, as well as the impact and relevance of such policies in staying competitive in the international marketplace.

The study also presented the author with the diverse economic, environmental and social criteria that mandated the present and prospective course of action of an organisation for maintenance of its global supremacy in the retail industry. The study of the literature further clarified the importance of social and cultural influences on inter related business decisions and the resultant prosperity, market penetration and growth.

The use of both quantitative and qualitative infor