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Introduction Literature Review Case Study
▪ Study Area & Study Business ▪ Research Question & Methodology Result
YunLung Steven Yeh Department of Geography, University of North Texas Oct, 2010 Thesis Defense
Discussion & Conclusion
Retail Internationalization
Standardization vs. Localization
Embeddedness in the GPN framework
Case study of Costco’s localization strategies in TW Site decision, product selection, supplier network
Social Embeddedness Network Embeddedness Territorial Embeddedness
Value
Power
Embedd ‐edness
Localization Strategies Site Decisions
Product Selection
Supplier Consolidation
Localization and Adaptation Strategies
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Localization Strategies Site Decisions
Product Selection
Localization Strategies Supplier Consolidation
Site Decisions
Optimal entry point Retail format (form & size) Business partners
Product Selection
Supplier Consolidation
Product range Foreign vs. domestic products Private‐label products
Localization Strategies Product Selection
Supplier Consolidation
Collaboration with local suppliers Power and pricing control
Number of discount stores by foreign and domestic retailers in Taiwan during 1989~2007 140 120 Number of Store
Site Decisions
100 Total foreign retail
80 60
Total local retail
40 20
Total retail 0 2008
2006
2007
2005
2004
2003
2002
2001
1999
2000
1998
1997
1996
1995
1994
1993
1991
1992
1989
1990
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Unique style contributing to its survival in Taiwan
Goal: Localization vs. Standardization
▪ Warehouse club with membership system ▪ Target customers: business and individual consumers
Different localization strategies
▪ Avoidance of distribution centers ▪ Pricing control for reducing cost ▪ Higher proportion of imported products
Product selection: the percentage of domestic versus imported products which are selected by Costco for sale in the Taiwan market.
How much size does a store occupy in Taiwan, and is the store format smaller in Taiwan than in the United States? h d What site decision adaptations did Costco make in order to overcome institutional and legislative barriers?
What is Costco’s sourcing strategy between local and foreign suppliers in Taiwan?
What proportion of foreign and local suppliers h ff dl l l did Costco use in Taiwan?
How did Costco deal with the supplier relation‐ ship to maintain bargaining power in Taiwan?
What is Costco’s localization strategy related to the Costco’s site decision, product strategy, and supplier network in Taiwan?
What is Costco’s mix of products with regard to imported versus domestic products?
How does Costco’s product selection strategies maintain a balance between standardization and localization?
Mann‐Whitney U Test Comparing Costco’s average land size within TW and Between TW and US. Ho: Average land size is not significantly different l d f l d ff Ha: Average land size is significantly different If significantly different in land size is not found,
it means that format occupied size is not necessary; and the site decision strategy is less degree of localization.
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Chi‐Square Test of Independent
Chi‐Square Test of Independent
Is product selection associated with different markets ?
Is supplier network associated with different markets ?
Ho: the product mix is associated with different markets
Ho: the supplier sourcing is associated with different markets
Ha: the product mix is not associated with different markets. H h d i i i d i h diff k
Ha: the supplier sourcing is not associated with different markets H h li i i i d i h diff k
If a significant difference in the product selection between the two markets is found, then this implies that Costco’s strategy of lower degree localization of product selection may be workable.
(where P: parking lot, M: market area, S: service area, O: office)
Store Location
(where P: parking lot, M: market area, S: service area, O: office)
3rd 2nd 1st Basement Basement Basement Level Level Level
NeiHu
Ground Floor
2nd Floor
P
P
M
M
XiZhi
P
P
M
M
ZhongHe
P
P
M
TaiZhong
P
P
S
M
KaoXiong
P
M
M
O
P
P, S
M
XinZhu
P
P
Number of stores US Costco Taiwan Costco Carrefour RT Mart Amart Jant Other Taiwanese retailers
16 6 43 24 14 12
If a significant difference in supplier network between the two markets is found, then it will be concluded that Costco’s successful strategy includes a lower degree of localization of supplier network strategy.
Range (ft2)
Minimum Maximum (ft2) (ft2) 184,000
3rd Floor
4th Floor
P
P
Mean (ft2) 139,938
Standard Deviation (ft2)
114,000
70,000
22,224
36,000
118,000
154,000
135,500
12,613
252,000
33,000
285,000
120,674
64,549
Comparison between
43,000
712,000
188,917
156,402
303,000
64,000
367,000
177,786
85,418
416,000
46,000
462,000
143,000
113,776
Taiwan Costco VS. US Costco
Taiwan Costco VS. Carrefour
Taiwan Costco VS. RT Mart
Taiwan Costco VS. Amart Jant
Taiwan Costco VS. other retailers
32.500
84.0
69.0
32.0
22.5
53.500
1030.0
90.0
53.0
100.5
-1.146
-1.374
-0.156
-0.825
-1.267
0.252
0.170
0.876
0.409
0.205
Lower degree of localization of Occupied floor size
MannWhitney U
Wilcoxon W 669,000
Comparison between Taiwan Costco and other retailers in Tawian
Z P value. (2tailed)
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Costco’s product mix in U.S. and Taiwan markets
U.S.
Taiwan 10%
16%
Domestic brand domestic produced Domestic brand imported
23%
Domestic brand domestic produced Domestic brand imported
7% 0%
52%
25%
Foreign brand domestic produced
6%
Foreign brand imported
6%
55%
Costco' s brand, Kirkland Signatures
Costco’s Product Geographic Sourcing in U.S. and Taiwan
U.S.
Taiwan
0%0%
1% 1%
1% 4% 3%
Foreign brand domestic produced Foreign brand imported
8% North America: US, Canada, Mexico South America: Central & South America East Asia: Taiwan, Japan, Korea, China, India
47%
43% 92%
Costco' s brand, Kirkland Signatures
35% ~60% Product sourced from EA; concentrated from
0%
North America: US, Canada, Mexico South America: Central & South America East Asia: Taiwan, Japan, Korea, China, India Europe: Europe, Turkey Oceania: Austria, New Zeland
X2 = 1160.92, p=0.00, Less degree of localization of the product selection. Costco’s product selection strategy is not highly adapted to Taiwan’s market.
Taiwan, Japan, Korea, but China. ▪ Higher: Fresh food, Computer, Electronic, seafood, Frozen Meat ▪ Lower: Housewares and Snacks & Cookies
X2
P‐value
Rice & Noodles
0.003
0.957
Dairy
3.290
0.193
High percentage of particular products are selected
from EU. in both US and TW.: oil and cheese Highly percentage of fresh meat are from US, but the percentage of frozen meat are not as high as expectation. Not popular product: frozen vegetable, frozen seafood , related outdoor and garden products.
Lower degree of localization Sundry 1.440 0.486 Fruit & Vege 0.038 0.846 of product selection
Costco’s supplier sourcing in U.S. and Taiwan
U.S.
Taiwan Local firm
17% Local subsidi aries of foreign firms
% 5%
28%
4% 74%
27%
25% 20%
Firm type of Costco and their cooperation is the highest proportion in TW, and Food ( fresh, Dry, Frozen) are highly provided by this firm type.
Computer and Electronic are highly sourced locally: 100% and 94%.
Local firm Local subsidiaries of foreign firms Foreign subsidiaries of Local firms Foreign firms
Most appliances and frozen meet are sourced locally.
0%
Costco
Costco TW’s suppliers from Japan and Korea are more than Costco US.
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X2 = 929.89, p=0.00, Less degree of localization of the supplier network. Costco’s supplier sourcing strategy is not g y p highly adapted to Taiwan’s market.
Lower degree of localization of supplier network
Format adaptation ▪ Same size, but multi‐floor format ▪ No flagship store, no compound store
Entry and diffusion ▪ Diffusion by city level ▪ Aim at 3rd tier cities in the following decade.
Network embeddedness for limit land issue ▪ Collaboration with cities developments (extra‐firms ) ▪ Gaining from land replotting
Product range
▪ 4,000 VS 80,000; Small range, but specialty ▪ 45% US and 15% TW imported products
Private brand product ▪ Enhance consumers’ royalty ▪ Increase control of power and value ▪ Avoid small and intermediate suppliers A id ll d i t di t li
Two‐ways social embeddedness
▪ Insist on a policy of standardization ▪ Adapt to certain degree of cultural difference
Global sourcing strategy ▪ Global procurement system ▪ Two‐ways linkage ▪ Foreign product ≠ Foreign sourcing
Product mix
Supplier sourcing
Domestic brand do‐ mestically produced
22.58%
+2.43
25.01% Domestic firm
Domestic brand foreign‐sourced
6.31%
‐6.20
0.11% Foreign subsidiaries
Foreign brand do‐ mestically produced
5.69%
+14.03
19.72% Domestic subsidiaries
Foreign brand foreign‐ 55.41% sourced
‐28.09
27.32% Foreign firms
Costco' s brand, Kirkland Signatures
+17.81 27.83%
10.02%
▪ Same size but vertical format, but no flagship stores ▪ Extra‐firms relationship
of Domestic firms
Less degree of localization of product selection ▪ 60% imported product,45% product from TW, JP, KR ▪ Adapt to certain cultural and institutional differences
of foreign firms
Costco
Higher degree of standardization of site decision
Less degree of localization of supplier sourcing ▪ Private brand strategy ▪ Global sourcing strategy
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More evidences of Standardization ▪ Limitation of case study
y g Two‐ways linkage ▪ Home to host Host to home ▪ Transition of both hardware and software
More comparative analysis ▪ The Same brand subsidiaries in different host markets ▪ Different brand subsidiaries in the same host markets ▪ The same brand subsidiaries with different time
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