本篇代写价格-沃尔玛的国际扩张讲了国际扩张有助于品牌在全球范围内的成长，使自己成为一个全球品牌，从而提升品牌资产和形象。品牌是国家的，不能忽略竞争的要求，但如果只在国内层面取得成功，则不视为竞争品牌(Luo, 1999)。国际扩张已经成为品牌想要变得全球化和有竞争力的基本要求，鼓励公司创造负担得起的、耐用的、世界级的和有竞争力的产品。沃尔玛在不同地区的扩张，采用的策略受到正式和非正式机构的影响。本篇代写价格文章由新西兰第一论文 Assignment First辅导网整理，供大家参考阅读。
The international expansion helps to grow the brand globally and make itself known as a global brand, thereby enhancing its brand equity and image. The requirement for being competitive cannot be left out with the brand being national, but it is not regarded as a competitive brand if it is only successful on the domestic level (Luo, 1999). International expansion has become an essential requirement of the brand wanting to become global and competitive, encouraging the company to create affordable, durable, world class, and competitive products.
Walmart’s expansion in different regions, adoption of strategies influenced by formal and informal institutions
Formally, Walmart has been impacted to a great extent and it has replied with the help of its own foresight of observing the formal institutional trends and assessing their power of affecting the operations and success of an organisation. Walmart entered the United Kingdom in 1999 by acquiring Asda retail chain stores. This is a smarter way of entering a market which is inorganic than organic providing a direct and ready set up of the retail business. It is then only left with refurbishment of values, culture, and administration as the only scope. UK is a very sophisticated market and Walmart trying to enter the country in an organic manner could have taken a long time to establish itself and capture the market when European favourites Carrefour and Tesco were already present (Persky and Merriman, 2012). The company by buying Asda received a ready set of stores, logistics, management, employees, and zero burden of undergoing the liaison process of entering the market with several permissions. It is always better to buy 100 ready stores than plan or lease 100 stores, because the advantage always lies in a ready business purchase and turning it around instead of setting foot on a clean slate (Schuetz, 2015). This followed the opening of more than 200 smaller sized stores which were more suitable to the local market and competitive environment. Thus, it is seen that Walmart responded to the informal institution of higher competition and stringent liaison procedures by entering through Asda purchase and not deciding to enter in its own name. In addition, it responded to the market demand and opened smaller stores and avoided large sized stores initially since it was not the demand and the market would not support large stores. The response was different when compared with China, Japan, and India, where they opened large stores first along with few smaller stores. So the market demand and reginal setting of Europe, UK, and Asian countries has been factored in and Walmart has responded differently in each case with thorough analysis of the consequences and irrelevant actions. Growth by acquisition is a major organic way of growing internationally and making a quick entry into a market which is competitive and is incapable of accommodating more retail players (Revoredo-Giha and Renwick, 2012). When there are signs of exhaustion in the market in any sector, there takes place a lot of consolidation and there may remain few players who would control the market.