Bharti-Wal-Mart: A Glocalization Experience. (February 2015)

• Record Type: Journal Article
• Authors: Matusitz, Jonathan
• Is Part Of: Journal of Asian and African studies. Volume 50:Number 1(2015:Feb.)
• Page Start: 83
• Page End: 95
• Publication Date: 2015-02
• Subjects: Adaptation -- business -- culture -- globalization -- glocalization -- India -- marketing -- Wal-Mart; Social change -- Africa -- Periodicals; Social change -- Asia -- Periodicals; Economic development -- Africa -- Periodicals; Economic development -- Asia -- Periodicals; Africa -- Social conditions -- Periodicals; Asia -- Social conditions -- Periodicals; Africa -- Periodicals; Asia -- Periodicals; 950
• DOI: 10.1177/0021909613512948
• Languages: English
• ISSNs: 0021-9096

Abstract

This paper analyzes the experience of Bharti-Wal-Mart, a joint venture between Wal-Mart and Bharti Enterprises (an Indian telecommunications company), based on the principles of glocalization theory. By and large, glocalization refers to the adaptation of multinational corporations (MNCs) to local cultures. MNCs achieve this by immersing themselves into local cultures and by adopting unconventional marketing techniques. A major finding of this analysis is that globalization is not monolithic. It is not a homogenizing factor that forces local cultures to follow the norms, practices, and values of a big corporation. In fact, Wal-Mart executives quickly learned that imposing the Bentonville blueprint on local Indian populations would be doomed to failure from the beginning. An important focus of this analysis is to establish a framework for greater understanding of the strategies adopted by Wal-Mart in India.