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Download Article (PDF) 3rd International Conference on Management Science and Management Innovation (MSMI 2016) Learning from Failure: How to Succeed in the Chinese Retailing Market You-ai Xie, Zhen Chen, Xue-Bin Huang, Shu-Ying Qiao Hainan Tropical Ocean University, Sanya, China E-mail: [email protected], [email protected], [email protected], [email protected] Abstract—This essay aims to analyze drivers for divestment However, there are barriers for foreign retail companies for multinational retailing companies in China: Best Buy and to enter China such as different social and cultural context Home Depot and advise the American retailer, Lowe’s, on how [1]. In this regard, it is essential to understand a firm and to enter the Chinese market. On the whole, Best Buy and Chinese market characteristics and implement proper Home Depot failed in China market mainly because of their strategies for a multinational firm. inappropriate and unadjusted strategies. Moreover, they were unsuccessful owing to strong local and international The main purpose of this paper is to carry out an competitors. Besides, they exited from Chinese market due to environmental analysis to suggest the retail company misunderstanding institutions such as weak legal regulations, „Lowe‟s‟ on how to enter into the Chinese retailing market. business environment, and customers’ need. Therefore, the Therefore, a concise company introduction of Lowe‟s will recommendations are as follow. Firstly, it is wise for Lowe’s to be provided firstly. Secondly, an environmental analysis set adjustable and appropriate strategies to China. In addition, will be given, explaining chief theories in brief. it is essential to understand Chinese business environment and Furthermore, two divestment incidents in Chinese market: customers. Home Depot and Best Buy will be researched and Keywords–Drives for Divestment; Multinational Retailing compared through a cross-case analysis. On the basis of Companies; China; Recommendations findings, recommendations on how Lowe‟s should enter into China will be shown in the end. I. INTRODUCTION II. SELECTED COMPANY BACKGROUND Emerging markets are developing countries with fast-growth economic development, attracting western Lowe‟s company is an American retail company for organizations. Emerging markets are appealing as a result home improvement, growing from a small hardware store. of its characteristics: lower level of economic development It is the second largest home improvement retailer in the but high rate of growth, market size, and market USA, founded in 1946. Its main customers are homeowners consumption capacity and so on. China, one of most and renters its products range from appliances to tools. Its appealing emerging markets, has attracted various foreign objective is to supply the products with the most investors including Best Buy, mainly because of its large satisfactory price. In order to understand Lowe‟s in a deeper population and high-growing economic development. With perspective and give more useful advice to Lowe‟s, a highly growing of middle class customers, China is the environmental analysis of Lowe‟s will be provided by value chain (see table I )[2] second largest retailing market in the world at present. TABLE I. VALUE CHAIN ANALYSIS Logistics -Logistically, Lowe‟s operates 13 distribution centers throughout North America. -Lowe‟s companies operate under two platforms; the traditional brick and mortar stores as well as Operations online e -commerce sites. Primary -In North America, Lowe‟s has a considerable market share and presence. It is reported that an Activities Market and sales increase in retail sales in the US from 144.6 billion in 2009 to 193.7 billion in 2011. However, it lags behind Home Depot in the USA and has been unable to branch outside of North America. -Customer service within Lowe‟s is strength, but their customer service through e-commerce has Service been rather lacking thus contributing to a weakness. General -Lowe‟s stores deal with many suppliers depending on the location of some of the stores. administration - Lowe's provides a supplemental commission-pay structure with a philosophy of retaining Human resource energized quality staffing. Support management - Lowe‟s uses quality and knowledgeable employees. Activities -Lowe‟s use of technological systems includes in-store-Wi-Fi, touch screen technology, and Technology barcodes that customers can use to access information on their smart phones. Nevertheless, it development cannot utilize the technology boom in smart phones for promotion purpose. Procurement -Lowe‟s procures its merchandise from approximately 7,000 domestic and foreign suppliers. © 2016. The authors - Published by Atlantis Press 131 III. ENVIRONMENTAL ANALYSIS wholly owned subsidiary of Best Buy. Unfortunately, in 2011, Best Buy closed all wholly owned brand stores in It is vital to understand how performance and strategies China because of its poor operational management [8]. is influenced by internal and external factors. A Firstly, inside Best Buy, it was uncompetitive in China. combination of these factors in making strategies helps To begin with, it lost competitive, partly because of its firms to get sustainable competitiveness and succeed in inappropriate pricing strategy in China. Identical products markets. were sold at higher price than competitors because of Internal Analysis: The resource-based view regards elevated services. It was thought that elevated service resources as essential to distinguished performance for an would be its comparative advantage. However, the service organization. The resources include tangible resources that Best Buy provided in China can be found at the are physical and intangible resources. These resources convenience stores with cheaper price. Therefore, enable a company to achieve and maintain competitive consumers tend to purchase the exact same products from advantages if they display VRIO1characteristics [3]. It is local retailers at cheaper price. In addition, Best Buy lagged stated that to convert a temporary competitive advantage behind competitors in the Chinese market, partially due to into a sustained competitive advantage, resources are lack of brand recognition in China. This affected its sales necessary to be heterogeneous and immobile. performance negatively because Chinese consumers prefer External Analysis: The industry-based view deals with to purchase products from famous retailers. Furthermore, it how a company‟s strategy and performance is affected by failed, in part because it maintained the same business industry conditions. Due to external competitive factors, model as that in America. This was not effective in China. there is competition with an industry. Relying on the For example, it kept no-commission or fixed price policy in dimension of competitive forces, the intensity of China. competiveness among existing competitors varies [4]. Secondly, within the big box electronics retail industry, The institution-based view, a third leg of the strategy the intensity of rivalry is high in China. First of all, existing tripod, plays a vital role in determining strategies. leading companies set higher barriers to new entrants Institutions are constraints that affect human behaviors. In invisibly. For example, there are two major local this sense, institutions can be categorized into formal and competitors: Gome and Sunning. With well-developed informal constraints. Formal institutions regard to written brands and formed oligopolies, both have more than 100 rules including regulatory laws, regulations, economic and chain stores in various cities in China, and have very strong political contracts etc. On the other hand, informal wholesalers or distributors within provinces to supply institutions are considered as unwritten constraints such as identical inventories at lower price. Another prime normative and cognitive cultures, ethical norms, values and competitor is Apple whose electronic products are social behavior and so on[5]. differentiated. Even though prices of products in Apple store are higher, its products are differentiated and popular. IV. DRIVERS FOR DIVESTMENT-TWO Thus, under stiff competition, it was not easy for Best Buy EXPLANATORY CASES to expand in Chinese market with same products at higher A company can adapt a divestment strategy by selling a prices. In addition, the bargaining power of Chinese proportion of business or close a part of business operations. customers is high, because consumers can buy There are various reasons why firms choose to divest. undifferentiated products from various retailers online or in Firstly, a common reason is that acquired business stores[9]. This increases competition within an industry. underperformed. Besides, some corporations divest in order Furthermore, substitutions to electronics in China are high to gain more funds to attain better investment opportunities because of e-commence retailers such as JingDong Mall, since their resources are limited [6]. In this part, two cases big-box home improvement retailers like Home Depot, and of withdraw will be analyzed to disclose the drivers for digital content distributors such as iTunes. divestment strategy. Thirdly, within institution context, Best Buy failed to Case1: Best Buy. Best Buy Co., Inc. is a multinational adjust to Chinese consumers‟ purchasing behavior. First, electronics retailer established in the USA who provides Chinese consumers are accustomed to free value-added consumer electronics, appliances, and technology services.
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