Essays on Strategic Consulting for an International Company Case Study

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The paper "Strategic Consulting for an International Company" Is a great example of a Marketing Case Study. Wesfarmers is one of the big employers in Australia employing more than 200,000 people all over Australia. In 2007 Wesfarmers declared the purchasing of the Coles Group retail conglomerate for a tune of A$22 billion being the largest take-over in the corporate history of Australia. This strategic consulting report discusses the entry of Wesfarmers Ltd into the hitherto banned Indian market through a Joint Venture with a local firm in the host country (Saul, 2010).

There is a share of challenges that come with the desire to penetrate the Indian retail market. Cross-cultural compatibility has to be considered. The report discusses the company (Wesfarmers Ltd), opportunities; cultural differences in the international market, challenges and entry strategy. Wesfarmers Ltd Wesfarmers was established on 27th June 1914 as being Westralian Farmers Co-operative focusing on the provision of merchandise and services to the rural community of Western Australia. Wesfarmers Ltd has grown tremendously since its establishment in 1914 to be one of the greatest employers in Australia (Tielmann, 2010).

Wesfarmers Ltd is one of the largest public companies in Australia and is also one of the largest retailers found in Australia. The company’ s headquarters is found in Perth, Western Australia. Wesfarmers Ltd is involved in retailing operations including supermarkets, specialty department stores, general merchandise; liquor, fuel, and convenience outlets; retailing of outdoor living products and home improvement products; industrial and safety product distribution; coal mining and production, distribution, and processing of gas, fertilizer and chemicals manufacturer, as well as investments. The company has operations in four segments that include insurance, retail, industrial and other.

The company is managed with the objective of ensuring delivering satisfactory returns in the long-term. The company focuses on strengthening its businesses using operation excellence and satisfying customer needs; ensuring growth opportunities using entrepreneurial initiatives, renewing of the operating portfolio using value-adding transactions; and ensuring sustainability applying long-term management (Dainty, 2007). The company aims to expand both organically as well as through acquisition while keeping within existing areas of expertise. Wesfarmers Ltd emphasizes on the generation of cash flow while maintaining a balance sheet that is efficient. Opportunities in India Retail Industry Wesfarmers LTD is a diversified business that has operations in department stores, supermarkets, home improvement, and office supplies, resources, insurance, fertilizers, energy, and chemicals, as well as safety products.

Wesfarmers Ltd's headquarter has its headquarters in Western Australia. Wesfarmers Ltd being the second largest retailer in Australia has to look for overseas opportunities for expansion, including its chemicals and coal divisions with its eyes in India. There are vast opportunities in India that Wesfarmers can take advantage of in its search for emerging markets (Saul, 2010).

India has a vast retail sector which is worth $500 billion. The ministry of commerce and industry lifted the ban on foreign direct investments in the country. This ban was lifted in September 2012 and hence India becomes the next new market to many large retailers in the world. The recent series of reforms by the government of India to encourage Foreign Direct Investment in several sectors has brought a new gusto to the India’ s investment climate (Hill & Jones, 2012). The retail industry in India is driven by rapid income growth, escalating urbanization, increasing the young population, and the willingness to borrow for current consumption hence encouraging huge retail chains in metros and towns.

References

Andexer, T. 2008, Analysis and Evaluation of Market Entry Modes into the Asia-Pacific Region: Based on the Example of a German SME in the Industrial Goods Business, GRIN Verlag, London.

Dangi, R.N. 2013, FDI in Indian retail sector: Opportunities and Challenges, Innovative Journal of Business and Management 2 (5): 103-108.

Dainty, A. 2007, People and Culture in Construction: A Reader, Routledge, New York.

Freeman, R.E. 2010, Strategic Management: A Stakeholder Approach, Cambridge University Press, Cambridge.

Handa, V., & Grover, N. 2012, Retail sector in India: Issues and Challenges, International Journal of Multidisciplinary Research 2 (5): 244-264.

Hill, C., & Jones, G. 2012, Strategic Management Theory: An Integrated Approach, Cengage Learning, New York.

Sekhar, G.V.S., 2009, Business Policy and Strategic Management, I. K. International Pvt Ltd, New Delhi.

Mulcaster, W.R. 2009, Three Strategic Frameworks, Business Strategy Series, 10 (1): 68-75.

Murray, P., Poole, D., & Jones, G. 2006, Contemporary Issues in Management and Organizational Behavior, Cengage Learning Australia, Melbourne.

Lymbersky, C. 2008, Market Entry Strategies, Management Laboratory Press, Hamburg, p.364

Piepenburg, K. 2011, Critical analysis of Hofstede’s model of cultural dimensions: To what extent are his findings reliable, valid and applicable to organizations in the 21st century? GRIN Verlag, London.

Saul, J. 2010, Social Innovation, Inc.: 5 Strategies for Driving Business Growth through Social Change, John Wiley & Sons, New Jersey.

Sadler, P. 2003, Strategic Management, Kogan Page Publishers, London.

Tielmann, V. 2010, Market Entry Strategies, GRIN Verlag, London.

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