Cross-border Transfer Of Retail Know-how, Networkembedded And A Competitive Advantage Of Retail Business In Overseas Markets

In 2004. the Chinese government canceled the various restriction of the foreign retail enterprise operating in China, and every foreign retail business mogol took the time to accelerate in the Chinese market. At this time.it can not meet the development of itslef if the local retailers focus only on the Chinese market to develop their own business activities, it is imperative to start the multinational business. In China, however, the local retailers didn't make a good performance in the multinational business, the ultimate reason for the failure is our retailers don't form a unique market competitive advantage inoverseas markets. Through the case study method, taking wal-mart and carrefour as an example, on the view of the network-embedded, this article will esxplore how the best multinational retail enterprises utilize the connection in the network to complete transfering the retail know-how and form its own unique overseas market competitive advantage.Through the study, we found in the process of multinational transfer, the retail know-how will have a great change in order to adapt the inside economic network and the outside social network stakeholders, and finally affect the formation of its overseas competitive advantage.To a very great extent.the research results and relevant advice will guide the business development of our local retail enterprise.In order to ensure the rigor of the study.the author summed up the retail business overseas stakeholders through the past-10-year chronology of Wal-Mart and Carrefour.while on this basis,we concluded the change in the relationship between stakeholders,and the change in the retail know-how brought by this.In the specific case analysis, consolidated results of previous studies,the author divided the retail know-how into store-based know-how and process-based know-how.however.the relationships between nodes was divide into economic network interior relationship and social network exterior relationship which contains the individual level, group level and organizational level. Ultimately we obtained the following conclusions:the different relationships have different effects on different kinds of retail-know, the change in economic network interior relationship will have an impact on both store-based know-how and process-based know-how:changes in the individual level will just have an impact on the store-based know-how but not on the other one:the changes in the group level will have an impact on both store-based know-how and process-based know-how, the group level contains suppliers, competitors and collaborators.the changes between suppliers and the economic network will affect the process-based know-how, the changes between competitors and the economic network will affect both store-based know-how and process-based know-how, the changes between collaborators and the economic network will affec the process-based know-how but not the other one.The changes in the organizational level will just affect store-based know-how,but not on the process-based know-how.