Abstract
The large scale retail sector consists of multiple companies of very heterogeneous sizes. This disparity can be explained by the strategy adopted by certain companies to grow rapidly in order to be a market giant, by implementing waves of fusion-acquisitions, which make it possible for the brands to acquire a strong external growth. This phenomenon takes place mainly in Europe, the playground of major retailers and MNCs operating large discount stores. Parallel to this tendency, was born, in the United States, another model which allowed the emergence of the world leader in retail: Wal-Mart.
Since 1962, the year when Wal-Mart first opened its doors to the public, the brand has gradually risen to power, triggered by the growth of its domestic market (the United States) which constitutes the largest international market in consumption. Today, Wal-Mart is the veritable giant of retail and is the leading global company according to Fortune 500 with a growth of 9.5%, thus reaching turnover worth $312.427 billion, a profit of $11.231 billion and 1.8 million collaborators. The company has more than 6,100 stores including 2,285 stores in the United States.
Wal-Mart's primary activities in its "business portfolio" include the stores located within the United States. The strategy of internal growth carried out since the creation of the company has enabled it to control the whole of the American domestic market.
The company's internalization strategy is very recent. Indeed, the first establishment ,Mexico City, goes back only to 1991. That makes it possible to explain weak statistics by Wal Mart stores abroad (1,170), compared to competitors, such as Carrefour (9,600 retail stores).
