Why are there so few Wal-Mart consumers in Wanzhou?

It is understood that the full name of Wal-Mart Stores Co, Ltd., after more than 40 years of development, Wal-Mart has developed into a leading retail giant in the world since sam walton, an American retail legend, opened his first store in Arkansas, USA on 1962. At present, Wal-Mart has more than 6,600 stores in 16 countries including China. In 2005, Wal-Mart's global sales reached $3 124 billion, ranking first among Fortune magazine's top 500 companies in the world for many years, and among the magazine's "most respected companies". At the same time, Wal-Mart has been rated as "the most admired enterprise" and "the most suitable enterprise for work" by many countries around the world.

Since Wal-Mart entered China in August, 1996, the first Wal-Mart shopping plaza and Sam member store were opened in Shenzhen. Up to now, it has opened 73 branches in 36 cities across the country. Wal-Mart has been pursuing the policy of "talent localization", which has provided a large number of employment opportunities for local residents and trained a large number of talents for local retail industry in recent years. At present, Wal-Mart has more than 30,000 employees in China. Like Wal-Mart all over the world, Wal-Mart has inherited the fine tradition of Wal-Mart in China, that is, focusing on opening every store, serving every customer, and always providing customers with quality and affordable products and friendly customer service.

It is understood that this giant company once hoped ambitiously to create a sales miracle of $654.38+000 billion in China. However, in the past 654.38+00 years, Wal-Mart originally hoped that "grinding a sword in ten years" could be drawn. However, after many twists and turns, it is not satisfactory, and it is still at a loss. This makes it extremely difficult for Wal-Mart to achieve the goal of this emerging market in the face of the American-style Wal-Mart experience and China's strong consumer culture.

In the eyes of local rivals, Wal-Mart is obviously not as terrible as originally thought. "Wal-Mart needs to make efforts in localization, which leaves us an opportunity," said Zhang Wenzhong, chairman of Wumart Group, whose sales last year were 654.38+03.5 billion, and which was listed in Hong Kong in 2003. Zhang's other identity is Commissioner Chinese People's Political Consultative Conference and an advocate of "excessive opening of retail industry" in China. For a long time in the past, the view represented by Zhang believed that under the impact of Carrefour, Wal-Mart and other strong foreign retail industries, the retail industry in China would be vulnerable.

From the panic of "wolf coming" to asking "Is Wal-Mart ready?" Zhang's point of view witnessed the changes in the competition pattern of China's retail industry-the growth of domestic retail industry and the exploration of localization of foreign retail industry. On June 5438+February, 2004 1 1, China's retail industry was fully opened to foreign investment, and domestic and foreign retail enterprises began to compete on an equal footing.

If the early Wal-Mart was bound by policies, then the next few years will be a crucial moment for Wal-Mart to compete with international competitors and growing local competitors. Can Wal-Mart achieve its goal? Can David Glass, the second CEO of Wal-Mart, honor his oath-"China is the only country in the world where Wal-Mart can independently create sales of $654.38+000 billion"? In the mid-1990 s, the CEO visited China, and everyone present at that time took it for granted and didn't blink.

The Dilemma of China's Business Model

Wal-Mart, recognized as the world's retail giant, is still at a loss after 65,438+00 years in China market. Compared with its grand occasion in the United States, it is simply underground. While trying to break through the market dilemma in China, Wal-Mart suffered heavy losses in many markets, and had to withdraw from those markets, such as German and Korean.

From the initial entry into China to the opening of the first Sam member store in China at 1996, the "retail overlord" showed his ignorance of the China market.

It is reported that Wal-Mart believes that its success in the United States comes from two key factors: 1. These shops are located in remote rural areas and small towns, and the countryside surrounds the city. 2. Expansion mode, that is, pushing from the inside out, you will never learn to run before you learn to walk. The ability to push from the inside out is the core competitiveness of Wal-Mart. Everyday parity and scale advantage benefit from excellent logistics distribution ability (replenishment ability) and business ability to attract customer loyalty. However, these core competencies are still difficult to be reflected in China.

In China, the consumption power of urban population is much higher than that of rural areas, so it is difficult to achieve the same development as the United States by taking the rural route.

Similarly, Wal-Mart's second core competitiveness is difficult to show because commercial outlets are far from scale advantages and suppliers' capabilities are insufficient.

It is reported that Wal-Mart has very strict requirements for commodity distribution. In addition to fresh and daily suppliers, the distribution center needs to make an appointment first-noon 12 delivery is required. If you arrive at 13, you have to queue again. In the supply chain management and networked logistics distribution system, the time management of most local suppliers is difficult to compete with Wal-Mart. The supplier delayed the delivery, Wal-Mart refused, and had to make a new appointment and re-deliver, which increased the cost of the supplier.

According to Wal-Mart's operation mode in the United States, stores are usually set up intensively around a regional distribution center. A powerful distribution center can support 120 stores and serve stores within a radius of 500 kilometers. The dense distribution of Wal-Mart in many small towns can effectively exert the economies of scale effect of logistics centers. This reduces the logistics cost of Wal-Mart. However, by the end of 2005, Wal-Mart had only set up two distribution centers and 55 branches in China, which was bigger than that in the United States. The layout is also extremely scattered, and the scale effect of logistics is also restricted.

In the United States, Wal-Mart relies on its operating system to make its commodity prices lower than those of its competitors by 65,438+05%. In China, because of its wide distribution area and extremely low density, it is impossible to purchase most commodities in a unified way, because the increased logistics cost will be far higher than the price advantage. Therefore, except for the unified procurement of several stores in Shenzhen, most of the goods in other stores are almost purchased by a single store.

What is even more frightening is that consumers' buying habits have become the biggest challenge Wal-Mart faces in China. It is reported that unlike American consumers, China consumers are more impulsive than goal-oriented shopping. In addition, at present, China consumers consume the most food in supermarkets, and food is the last thing consumers want to store for a long time.

What makes Wal-Mart even more troublesome is that most of China consumers visit Wal-Mart as a casual daily life style, with less one-time shopping but high requirements for the freshness of goods; Moreover, the tastes of consumers in different regions of China are quite different. How does Wal-Mart with unified procurement adapt? When local retailers in China put up "fair price" promotion signs every day, "students are learning from teachers, and Wal-Mart teachers don't even know what kind of promotion methods to adopt", said a former Wal-Mart executive.

Wal-Mart's Great Leap Forward in China

In 2005, Wal-Mart, which has been operating steadily in the China market, finally made a big move. With the great changes in the management of Wal-Mart in China, a series of new deployments in China are also coming to the fore. Wal-Mart's purpose is obviously to seize the opportunity after the opening of the retail industry.

In addition, Wal-Mart has adjusted its development strategy while changing its top management.

On March 20th, 2006, Wal-Mart announced that it would vigorously expand the China market and recruit 6,543,800 new employees in China within five years. It is understood that at present, Wal-Mart has only 450,000 overseas employees.

According to public information, in the next 3-5 years, Wal-Mart will open 50 stores in China, concentrated in three major cities in China: Beijing, Shanghai and Guangzhou. In the slow-moving second-tier cities, Wal-Mart achieves rapid distribution by acquiring other enterprise outlets.

In addition, Wal-Mart also invested 700 million yuan to build a new global procurement center in Shenzhen. Upon completion, it will manage Wal-Mart's global procurement network of US$ 654.38+09 billion (S $365.438+03.5 billion).

At the same time, Wal-Mart is actively looking for new profit points while adjusting its strategy. It is reported that Wal-Mart has submitted an application to the US Food and Drug Administration of Guangdong Province for setting up a retail counter for Class B prescription drugs, and it has been approved.

In recent years, Wal-Mart's ambition to regain lost ground in China market is hidden behind a series of actions.

But compared with Carrefour, Wal-Mart's old rival in the world, Wal-Mart's speed in China is really too slow. Data show that in 2005, the operating income of Wal-Mart China Supermarket was more than 700 million dollars, while that of Carrefour China Supermarket was 265,438+700 million dollars. Trust-Mart in Taiwan Province Province announced that the performance of supermarkets in China in 2005 was also $6543.8+$42 million.

According to experts' analysis, the embarrassment of this top global retailer in China market is related to its own development strategy in China market. Wal-Mart has not only lost the largest urban market in China, but also greatly hindered its China strategy. Therefore, Wal-Mart adopts the decentralized layout of four plates: South China, North China, Northeast China and Southwest China. However, this decentralized layout makes it difficult for Wal-Mart to play its role of leading competitors' core competitiveness-a powerful logistics system.

Zhang Wenzhong, chairman of Wumart Group, a well-known domestic retail enterprise, warned the CEOs of major retail enterprises at a retail seminar that the expansion of domestic enterprises behind Wal-Mart was tantamount to suicide. He said that this kind of decentralized distribution is not only difficult to support logistics and supply chain, but also unable to form economies of scale, and the cost of goods can never be suppressed. That's what happened.

Judging from the quantity of goods purchased, Wal-Mart can't get many preferential prices from suppliers, but in the United States, Wal-Mart's success depends on the price 15% lower than that of its competitors.

The reporter also learned that Wal-Mart has sold its 16 stores in South Korea to the local market leader New World for 825 billion won (about 867 million US dollars). In the future, Wal-Mart will focus its business on "places that can have the greatest impact on the company's growth strategy", namely China and Latin America.

Dong Yuguo, Wal-Mart's public relations director in China, said that in 2006, Wal-Mart plans to open 18 to 20 stores in China.

People who are concerned about the development of Wal-Mart can easily find that the number of new stores in China this year is almost the sum of the number of stores opened in the past five years. Besides the increase in the number of stores, by studying the distribution of Wal-Mart stores, we can clearly find the regional division map of Wal-Mart in China. In addition to Shenzhen as the center in South China, Wal-Mart as the center in Southwest China, Beijing as the center in North China and Dalian as the center in Northeast China, a regional development pattern has been formed. With the opening of regional center stores, Wal-Mart's development strategy in China has been launched.

Shenzhen is not the main battlefield. It is understood that Wal-Mart first hoped to enter Shanghai in East China. Wal-Mart moved its headquarters in China to Shenzhen after negotiations with its partners failed. According to the analysis of Professor Gu, a well-known retail expert, this relocation strategically made Wal-Mart lose one of the largest urban markets in China, because geographically speaking, Shanghai is the most strategic commercial place in the middle road (Yangtze River Corridor) and the two wings (south to north). At the same time, most of the southern regions are small-scale suppliers, so it is difficult to cooperate with Wal-Mart in laying out the national market in terms of concept and strength.

Wal-Mart once said that it would be saturated to open 15 stores in Shenzhen at most. Therefore, Wal-Mart will focus on other places in the future. It is conceivable that if Wal-Mart is too ostentatious in Shenzhen, it will easily arouse the resentment and vigilance of retail enterprises in other cities. With the goal of looking at the whole country, Wal-Mart's approach seems understandable.

It is not so much that Wal-Mart doesn't have a big advantage in the competition as that Wal-Mart doesn't want to go to war.

While exploring the experience in Shenzhen, Wal-Mart is also cautious about its external expansion. Although Wal-Mart has long planned to enter some key areas, as long as the government does not approve, Wal-Mart will not open stores. Therefore, in the eyes of the government, Wal-Mart is also a law-abiding image.

Even so, after several years, Wal-Mart has basically completed its strategic intention of setting up a branch in China. Although in the impression of most people, Wal-Mart has been active in the south, and in the external publicity, Wal-Mart has also kept a low profile and cautious. But it is undeniable that Wal-Mart has never stopped weaving and spreading to the national giant network in silence.

In 2005, both Wal-Mart and Carrefour focused their expansion in China on the west and other important cities. As the bridgehead of western development, Xi has naturally become a key city for the expansion of the two retail giants. It is reported that Carrefour Xi 'an Store has reopened after several adjustments.

Not only that, Wal-Mart also abandoned the suburbanization model it has always adopted, and began to learn from its old rival Carrefour and move towards the city center. It is reported that its new stores in Shenyang, Guiyang, Nanning and Xi 'an are all located in the city center. When reviewing the company's development strategy in 2004, Zhong, president of Wal-Mart Asia, also said that the lack of flexibility led to the inefficiency of Wal-Mart in China market. Now, Wal-Mart is starting its Chinese transformation from different directions.

Wal-Mart's step-by-step development in China market has not shown an aggressive attitude, but in the next five years, Wal-Mart's speed-up in China market is obviously based on its "parity" advantage.

Under the concept of "everyday parity", Wal-Mart is a global leader in cost control in procurement, logistics, information technology application, store management and many other aspects. However, in the China market, Wal-Mart's existing scale can not be reflected in these aspects, and Wal-Mart has failed to gain the same status in the China market as in the world.

"For a long time, Wal-Mart has been concentrated in South China, Northeast China and Southwest China and failed to expand to the whole country." Expert analysis believes that. Wal-Mart's "sword-leaning" decentralized distribution method has been criticized by the industry as a typical failure of network construction. However, with the strong entry of Shanghai and the central and western regions and the continuous consolidation of North China this year, Wal-Mart, with Beijing as the leader, has basically completed the nationwide layout and formed a close-knit pattern with Carrefour.

People in the industry generally believe that Wal-Mart's absolute advantage in the China market lies in its scale. When Wal-Mart reaches a certain scale in China market, it will have a terrible competitive advantage. Therefore, the industry is not surprised that Wal-Mart will greatly accelerate its development in the next five years. Pei Liang, secretary general of China Chain Store & Franchise Association, said that with the gradual opening of China market and the gradual decentralization of foreign investment approval, Wal-Mart has sufficient conditions to start China's acceleration. It is not impossible to open 300 stores in five years.

For Wal-Mart, it is obvious that it can no longer be frustrated by the pressure from the China market. Similarly, Wal-Mart is increasing its investment in China. Wal-Mart announced its expansion plan in China a week after it announced its expansion plan in Central America. Central America is another rapidly growing market. The business development of Wal-Mart International Department has surpassed its operation in the United States last year, with an increase of 1 1.4%.

Many domestic and foreign retail enterprises, including CP Lotus, Metro, Tesco and Wumart, have undoubtedly brought greater pressure to Wal-Mart. When the policy of opening to foreign investment is becoming more and more relaxed, Wal-Mart is constantly making various changes to adapt to and fully accelerate its business in China, compared with its stubbornness and conservatism in the early years in China. It takes the shopping center located in the downtown area of the city as the main format, actively enters the second and third tier cities, and "competes" with other retail enterprises in several cities for pavement.

The advantage of Wal-Mart is not only the low price every day, but also the developed logistics distribution system and high-tech information technology. These have not yet formed a scale effect in China. At present, Wal-Mart has only two distribution centers in China, Tianjin and Shenzhen.

Some professionals pointed out that once Wal-Mart completes its logistics distribution, its scale benefit in China will be unmatched by many enterprises. Of course, compared with the size of a distribution center radiating 80 stores in the United States, Wal-Mart's expansion in China is far from enough.

With regard to the accelerated development of Wal-Mart in China, besides opening more new stores, will the merger be considered? Dong Yuguo said that if there are suitable opportunities, expansion by means of mergers and acquisitions will not be ruled out in the future.

Wal-Mart's expansion makes its competitors feel uneasy. The relevant person in charge of Carrefour told the reporter that Carrefour's current expansion focuses on the west, and in important areas such as Beijing, it is also opening 8- 10 stores this year. In Chongqing, Carrefour has made almost the same strategic expansion plan as Wal-Mart, and Wanzhou, Fuling and Yongchuan have also become the first choice for Carrefour to enter the secondary business circle.

Take the first step in China's retail industry.

At the same time, after a year of speculation, Wal-Mart's acquisition of Trust-Mart, a large supermarket chain, finally solved the mystery. On February 27th, 2007, Wal-Mart sent a notice to this newspaper: Wal-Mart announced that it would buy 35% equity of Bordeaux Limited (BCL), and BCL's sole business is to wholly control and operate China10/Trust-Mart stores.

For the specific purchase price, both parties shall keep it confidential. However, the reporter was informed that this result is only a phased result of Wal-Mart's acquisition of Trust-Mart in the middle of the game. In 20 10, Wal-Mart will realize the holding of Trust-Mart.

Wal-Mart, which has always maintained a prudent and prudent style, officially announced its acquisition on February 27th after obtaining approval from the Ministry of Commerce. In addition, Wal-Mart said in the notice that after acquiring 35% of the shares of BCL, "if the relevant conditions can be met, Wal-Mart will become the controlling shareholder in the future".

However, the complicated property rights of trust-mart stores is the biggest obstacle to Wal-Mart's one-time acquisition. Of Trust-Mart 10 1 stores, only 3 1 belongs to direct stores, and the other 70 are non-direct stores.

According to informed sources, Wal-Mart's acquisition of 35% equity is mainly aimed at Trust-Mart 3 1 direct stores, and the acquisition amount is between 200-300 million US dollars. The core conditions for Wal-Mart to increase its holdings as a holding company are as follows: Trust-Mart will clean up the property rights of non-direct stores and rectify the stores in the next three years. After the cleaning and rectification is completed, Wal-Mart will increase its holdings as a holding company or acquire 65,438+000%. The frame price of the overall acquisition is about $6,543.8+billion, and the final purchase price of Wal-Mart Holdings still depends on the property rights clearance of many stores in Trust-Mart.

Based on this framework, Yu Rijiang, the chairman of Trust-Mart, remained in office, with little change in the former senior management. Mainly responsible for cleaning up the property rights of non-direct stores and cooperating with Wal-Mart to integrate all levels. Meng Yongming, the chief administrative officer of Wal-Mart, has been sent to Trust-Mart as the chief operating officer, and other middle-level personnel from several operating departments have entered Trust-Mart and started the preliminary work of relevant integration.

However, Wal-Mart's current position in the retail market in China does not match its position as the number one in the world. Because of its relatively slow promotion in China market, limited number of stores and limited sales scale, its core competitiveness in procurement, logistics and IT systems cannot be fully exerted. In recent years, Wal-Mart has only ranked above 20th in the China chain ranking.

McDonnell Douglas, vice chairman of Wal-Mart Stores Co., Ltd. said: "By investing in Trust-Mart, we have the opportunity to expand our business in China, the fastest growing retail market in the world, which is an important step for us to increase the scale of our retail business in China." After Wal-Mart's acquisition of Trust-Mart, the number of stores and sales scale will double, and the scale expansion is obviously conducive to the play of Wal-Mart's advantages. Dong Yuguo said that "the acquisition of Trust-Mart will help reduce the procurement and operating costs, thus achieving the goal of reducing retail prices".

Regarding the future integration direction, some experts believe that "Trust-Mart will be integrated in the direction of Wal-Mart, and Wal-Mart's management mode will introduce Trust-Mart more, not the other way around".

As far as the current situation is concerned, Trust-Mart places more emphasis on alliances. He, assistant to the president of Trust-Mart, said: "Trust-Mart will gradually introduce or make use of Wal-Mart's good management mechanism, IT system and logistics distribution system. Management talents from both sides will communicate in two directions. Trust-mart's advantages and good management methods will also be introduced to Wal-Mart, such as attracting investment, which is Wal-Mart's weakness. The two sides will jointly purchase and jointly promote, which is joint rather than integration. "

Nevertheless, it is still the focus of this acquisition to gradually pull Trust-Mart into the track of joint operation. According to industry experts, Trust-Mart's tight capital chain, relatively poor relationship with suppliers and complicated store property rights are all problems that need to be solved in the next three years. Trust-Mart's operating model is similar to Carrefour's, and most of them are owned by Taiwan Province executives. However, the cultural conflict caused by the huge difference between its management model and Wal-Mart is also a problem that needs to be faced in two-way integration.

M&A is a quick data map for Wal-Mart, which is not dominant in China market.

"We have nothing to say about these acquisition rumors." Recently, the relevant person in charge of Wal-Mart's China headquarters said. These days, it was reported that Dehao Runda, a small household appliance company, was acquired, and then it was reported that it had acquired One World and a Trust-Mart chain supermarket. Frequent acquisition rumors have made Wal-Mart, the world's largest retail giant, a headache. Although Wal-Mart headquarters denied many rumors about M&A, market participants analyzed that, in view of the fact that Wal-Mart does not have advantageous outlets in China, it is probably in Wal-Mart's strategic intention to acquire existing supermarket outlets to make up for the shortage of channel resources.

Wal-Mart, which has become a leading retailer in the United States, has not taken the lead in the China market. As a global leader in retail, Wal-Mart has suffered many setbacks in several markets in recent years, and has successively withdrawn from China, Hongkong, Indonesia, South Korea and Japan. Although Chinese mainland has always been regarded as the focus of development, its store size has always been at the disadvantage of Carrefour.

If Wal-Mart finally holds Trust-Mart, its total number of stores will reach 174. According to the sales data in 2005, Trust-Mart will reach 132 billion, Wal-Mart will reach 9.9 billion, totaling 2,365.438+00 billion, which will surpass Carrefour (174 billion in 2005) and become the largest foreign-funded chain retailer in China.

With this acquisition, Wal-Mart will surpass Carrefour in one fell swoop and become a foreign-funded retail enterprise with the largest number of chain stores and the highest turnover in China. Sun Xiong, president of Guangdong Chain Store & Franchise Association, pointed out that Trust-Mart entered the mainland earlier and opened its business in a flexible way, which not only has obvious advantages in store size, but also has good locations and high recognition among surrounding residents.

"Especially in the Guangzhou market that Wal-Mart has coveted for a long time, relying on Trust-Mart's 17 stores, it surpassed Carrefour's five stores in one fell swoop and formed a regional advantage in a very short time." But just like a double-edged sword, it is also related to whether the long-cherished wish of becoming the leader of China retail industry can be realized in the end. The biggest challenge facing Wal-Mart's M&A is "integration".

For retailers from the United States and Taiwan Province Province, Wal-Mart and Trust-Mart have different styles in corporate culture, business philosophy and operation mode, which brings great difficulties to their integration.

"It is precisely for this reason that Wal-Mart took the way of asking for directions by throwing stones at the initial stage and chose to acquire 35% of the shares to maintain the stability of Trust-Mart's management team, which may also be the main reason for the protracted negotiations between the two parties." Huang Huajun said.

But in any case, as the largest merger in the domestic retail market at present, Wal-Mart's move can be said to have a lot of inspiration for the local retail industry in China.

"When in Rome, do as the Romans do" to adapt to China's national conditions

It is reported that at present, chain enterprises adopt the chain operation mode, the core of which is to extend the competitiveness of enterprises through replication, so as to rapidly expand the scale of enterprises, seize market share and finally hold up the brand of enterprises. Simply put, it is the application of the idea of replication in enterprise management, but the premise of replication is to have standardized standards.

In fact, Wal-Mart, as the largest chain enterprise in the world, completely copied its market standards in the United States and even Europe to the China market based on this theory. Specifically, during the nine years in China market, we adhered to the development strategy of suburbanization, supported by a powerful and efficient logistics distribution system, and developed three formats: Wal-Mart Shopping Plaza, Sam Member Store and Community Store.

This time, however, Wal-Mart ended in a tragic failure. The opposites of reproduction are creativity and individuality, which are contradictory opposites, interdependent, antagonistic, mutually exclusive and interpenetrating, and any simple reproduction is not desirable. Wal-Mart's replication is a simple replication, but it ignores that creativity is the basis of replication, and the particularity of China market is the individuality of replication. Ignoring these two aspects means ignoring "localization". Perhaps in China, Wal-Mart with more "local characteristics" has more room for development than simply copying "World Wal-Mart".

On the contrary, competitor Carrefour has achieved remarkable success in "localization". First, save the country through joint venture "curve". Secondly, according to local conditions, single-store operation expands the autonomy of each store according to the consumption differences in different regions, while reducing warehousing and logistics costs. Thirdly, ask for profits from upstream suppliers through such names as entrance fees, promotion fees and store celebration fees. Although these names may be unfamiliar to Chinese people, they vaguely feel deja vu.

A series of "localization" strategies not only paved the way for the rapid expansion of Carrefour, but also brought huge sales revenue and high profits. By the time the retail giant Wal-Mart realized that "localization" was the inevitable trend of multinational chain enterprises, it was already nine years later, and its competitors had left themselves far behind.

Whether it is "being brave after being ashamed" or under the pressure of the board of directors, Wal-Mart China's series of actions in recent years still give people in the industry a bright feeling. At least, it has left the flavor of "Yankee" and become more "localized".

In 2005, in the first year when China's retail industry was fully opened, faced with the threat of Carrefour, the arrival of foreign retail giants Metro, Lotus and Auchan, and the sudden emergence of retail enterprises in China, Wal-Mart, a world giant who suddenly woke up, resolutely changed its strategy and began a new policy of "localization" in China. It's never too late to mend.

After all, as the world's largest retail giant, Wal-Mart's strength cannot be ignored. Wal-Mart's long-term accumulated experience is extremely valuable, although at present, these experiences can not be well combined with China's own situation.

Objectively speaking, in China, Carrefour, an old enemy, far surpasses Wal-Mart in both the number of stores and sales performance, but the quality embodied by Wal-Mart itself is incomparable to Carrefour. In contrast, Wal-Mart is more like a noble aristocrat, while Carrefour is like an upstart, and it is difficult to predict who will die in the end.

In addition, from the aspects of store layout, commodity prices, shopping enjoyment and after-sales service, Wal-Mart should be slightly better. If domestic retail enterprises are more like "Tuba Road" lacking equipment; Then Carrefour is like an international reinforcement, but in the special environment of China, do as the Romans do and start the "road of Tuba"; Wal-Mart is the "national army" of all American equipment. In this battle, who will laugh at the end is still unknown.