The Anatomy of Retail Internationalisation: Daimaru's Decision to Invest in Melbourne, Australia

Clarke, Ian; Rimmer, Peter J.

doi:10.1080/02642069700000024

Cited by 43 publications

(40 citation statements)

References 11 publications

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“…Salmon and Tordjman (1989) characterise an adapted marketing strategy as one with similar worldwide definition of store decor, pricing and service strategies, but adjusted merchandise assortment and advertising strategy. This combination of standardised and adapted elements of the retail offer is also supported by Clarke and Rimmer (1997), McGoldrick and Ho (1992) and White (1995). All three studies argue that the failure of international retail operations can be partially attributed to the lack of adaptation of the retail offer.…”

Section: Internationalmentioning

confidence: 66%

Psychic distance and the performance of international retailers – A suggested theoretical framework

Evans

Treadgold

Mavondo

2000

International Marketing Review

142

121

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Research into firm internationalisation has identified psychic distance as a key factor in explaining variations in both expansion patterns and organisational performance. Despite the substantial growth in research on the internationalisation of retailing, most contributions have been highly descriptive and generally bereft of coherent theoretical frameworks. This paper postulates that the psychic distance concept may provide an appropriate theoretical framework to explain variations in the organisational performance of retailers operating in the international arena. It is recognised that psychic distance alone cannot explain variations between countries in retailers' performance. Other factors, such as the strategic decision making process, entry strategy adopted, the nature of the retail offer and the extent of adaptation, and organisational and managerial characteristics also influence the organisational performance of international retailers.

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Section: Internationalmentioning

confidence: 66%

Psychic distance and the performance of international retailers – A suggested theoretical framework

Evans

Treadgold

Mavondo

2000

International Marketing Review

142

121

View full text Add to dashboard Cite

show abstract

“…It would be easy to interpret several joint venturing mistakes as 'blunders' from a purely conventional firm-centric, financial perspective. These performance criteria can be grossly inadequate when management may not necessarily view joint venture investments in this way, particularly given the learning and experience gained from the geography of such ventures (Clarke and Rimmer, 1997). After all, the extent to which retail executives strictly adhere to the financial investment benchmarks would in most, if not all, cases lead to non-involvement.…”

Section: Discussionmentioning

confidence: 99%

New directions for international retail joint venture research

Palmer

Owens

2006

The International Review of Retail, Distribution and Consumer R

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This paper contends that a range of questions arising from the geographical and organizational dynamics of international retail joint ventures have been bypassed by studies in the international retail field. It argues that, despite its importance as a corporate growth strategy, comparatively less is known about the way in which retailers have employed joint ventures in international markets. Based on a review of the literature and illustrated with examples of international retail joint venturing activity, this paper reveals several gaps in our understanding of the internationalization process of retail firms. Suggestions for further research are made throughout the paper on the basis of gaps in the retailer internationalization literature.

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“…Second, although the literature has tended to be concerned with the point of entry into a foreign market, more studies are required that profile the internationalization of retailing as a temporally and spatially dynamic process (e.g., Clarke and Rimmer 1997;Wrigley 2000b). It is important to do so because while both are increasingly coordinated at the international scale, there are important two-way functional connections between the geographies of stores and sourcing (i.e., stores following international sourcing networks, sourcing following international store operations).…”

Section: Conceptualizing Global Production Network In Retailingmentioning

confidence: 99%

The Strategic Localization of Transnational Retailers: The Case of Samsung‐Tesco in South Korea

Coe

Lee

2006

Economic Geography

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This article contributes to the small but growing geographic literature on the internationalization of retailing by exploring the strategic localization of transnational retailers. While it has long been recognized that firms in many different sectors localize their activities to meet the requirements of different national and local markets, the imperative is particularly strong for retail transnational corporations (TNCs) because of the extremely high territorial embeddedness of their activities. This embeddedness can be seen through the ways in which retailers seek to establish and maintain extensive store networks, adapt their offerings to various cultures of consumption, and manage the proliferation of connections to the local supply base. We illustrate these conceptual arguments through a case study of the Samsung-Tesco joint venture in South Korea, profiling three particular aspects of Samsung-Tesco's strategic localization: the localization of products, the localization of sourcing, and the localization of staffing and strategic decision making. In conclusion, we argue that the strategic localization of transnational retailers needs to be conceptualized as a dynamic that evolves over time after initial inward investment and that localization should be seen as a two-way dynamic that has the potential to have a wider impact on the parent corporation.

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The Anatomy of Retail Internationalisation: Daimaru's Decision to Invest in Melbourne, Australia

Cited by 43 publications

References 11 publications

Psychic distance and the performance of international retailers – A suggested theoretical framework

Psychic distance and the performance of international retailers – A suggested theoretical framework

New directions for international retail joint venture research

The Strategic Localization of Transnational Retailers: The Case of Samsung‐Tesco in South Korea

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