Mistakes Made in The Process

1.
Mistakes made in the process

2.1.
The main mistakes in China
Walmart after 18 years in the Asian giant, acknowledged that cultures between
America and Asia are very different.
Totally different cultures, lifestyle, consumer habits and how to transport were the
main reasons why Walmart failed.
Ignorance of the market.
Limited space to store basic consumer staples were paramount and nothing
served them buy more great products if not could store these properly.
Walmart did not understand that a business model will not always be successful if
it does not meet the needs of our customers
2.2.
The main mistakes in Brazil and Argentina
According to Roland, the main mistakes made in Brazil and Argentina were:
Walmart brought administrative staff of the US and didn't use the local talent
of Brazil and Argentina.

Walmart not done a good job in product mix; in the selection of offer for
consumers, Walmart thought they were going to eat the same as in America.
This was regarded as the worst mistake
2.3.
The main mistakes in Germany
Ignorance of the market
Walmart thought that the American marketing could simply extrapolate to the
European country. In addition, they were wrong in the procurement policy spaces
and the acquisition of staff.
Walmart's success in the US and other markets is the constant expansion that
allows its enormous purchasing power. In Germany it is very difficult to achieve
this rate of expansion, this is dedicated to that a series of legal restrictions.
Scheduled failure
Bought 21 branches of the consortium Wertkauf, a successful chain that secured
huge profits. Only a year later made an acquisition that would cost the German
post. Walmart pay 560 million euros for 75 supermarkets "spar" regular fame and
located in hard to reach places. This acquisition was one of the main causes of
the accumulated by the company amounting to billions of dollars losses.
Where it was
He despised the local experience. Tiaras Rob was the director of 200 stores in the
United States and was also a director at Walmart - Germany until 2001. In 2001
was director Volker Barth, a German, but in that time the company already had
massive conflicts with unions and notoriety in German public opinion. Personnel
policy
of
Walmart
held
several
times
headlines.
The German court banned the company implement its code of conduct for its
employees. Also the German court denied the consortium the possibility of putting
a phone line where workers could "betray" violations of the code of conduct by
colleagues. Even the ban on romantic relationships between staff were classified
as absurd by the German court.
2. Los errores cometidos en el proceso
2.1. Los principales errores en China
Walmart despus de 18 aos en el gigante asitico, reconoci que las culturas
entre Amrica y Asia son muy diferentes.
Totalmente diferentes culturas, estilos de vida, hbitos de consumo y la forma
de transporte fueron las principales razones por las que Walmart fracas.
La ignorancia del mercado.

El espacio limitado para almacenar productos bsicos de consumo bsicos eran
de suma importancia y nada sirvi a comprar productos mayores que si no
poda almacenarlos correctamente.
Walmart no entenda que un modelo de negocio no siempre tendr xito si no
se ajusta a las necesidades de nuestros clientes
2.2. Los principales errores en Brasil y Argentina

Segn Roland, los principales errores cometidos en Brasil y Argentina fueron los
siguientes:
Walmart trajo personal administrativo de los EE.UU. y no utiliz el talento
local de Brasil y Argentina.
Walmart no se hace un buen trabajo en la mezcla de productos; en la
seleccin de la oferta para los consumidores, Walmart pens que iban a comer
lo mismo que en Estados Unidos. Esto fue considerado como el peor error
2.3. Los principales errores en Alemania

La ignorancia del mercado
Walmart pens que la comercializacin estadounidense podra simplemente
extrapolar al pas europeo. Adems, se equivocaron en los espacios de poltica
de adquisiciones y la adquisicin de personal.
El xito de Walmart en los EE.UU. y otros mercados es la expansin constante

que permite su enorme poder de compra. En Alemania es muy difcil de lograr
este ritmo de expansin, esto es dedicada a que una serie de restricciones
legales.
Insuficiencia Programado
Comprado 21 sucursales del consorcio Wertkauf, una cadena de xito que
consigui grandes ganancias. Slo un ao ms tarde hizo una adquisicin que
le costara el puesto alemn. Walmart pagar 560 millones para 75
supermercados "Spar" fama regular y situado en lugares de difcil acceso. Esta
adquisicin fue una de las principales causas del acumulados por la empresa
por valor de miles de millones de dlares de prdidas.
Donde fue
Despreciaba la experiencia local. Tiaras Rob fue el director de 200 tiendas en
los Estados Unidos y tambin fue director de Walmart - Alemania hasta 2001.
En 2001 fue director Volker Barth, un alemn, pero en ese momento la
empresa ya tena conflictos masivos con los sindicatos y notoriedad en alemn
opinin pblica. Poltica de personal de Walmart celebr varias veces titulares.
El tribunal alemn prohibi la empresa a implementar su cdigo de conducta
para sus empleados. Asimismo, el tribunal alemn neg el consorcio la
posibilidad de poner una lnea telefnica donde los trabajadores podran
"traicionar" violacines del cdigo de conducta por parte de sus colegas.
Incluso la prohibicin de las relaciones romnticas entre el personal fueron
clasificados como absurda por el tribunal alemn.

Mistakes Made in The Process

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1.

Mistakes made in the process

of Brazil and Argentina.

La ignorancia del mercado.

2.2. Los principales errores en Brasil y Argentina

2.3. Los principales errores en Alemania

El xito de Walmart en los EE.UU. y otros mercados es la expansin constante

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