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43 Soc. Change 1 (2013)

handle is hein.journals/sclcnge43 and id is 1 raw text is: Article New Trends in Social Change • t© CSD 2013 Globahisation: SAGE Publications Los Angeles, London, An Examination of New NwDelhi, Singapore, Washington DC the Brazilian Case DOI: 10.1177/0049085713475696 http://socialchange.sagepub.com @SAGE Jonathan Matusitz Associate Professor Nicholson School of Communication University of Central Florida matusitz@gmail.com Elizabeth Minei Doctoral Student Department of Communication University of Oklahoma Minei2 I @ou.edu Abstract This analysis looks at the role of Wal-Mart in Brazil by using glocalisation theory. Glocalisation refers to the strategies and practices adopted by transnational cor- porations to cater to local cultures and customs. In the case of Wal-Mart in Brazil, it unsuccessfully attempted to impose the US strategy of management practices, employee standards, low wages, EDLP (every-day-low pricing) for buyers, fierce pressure on suppliers, harsh anti-union policies and aggressive expansionism ten- dencies. In this, Wal-Mart was met with heavy resistance because it failed to glocalise. However, Wal-Mart changed tack or 'compromised' by following glo- calisation principles and made deep inroads in the Brazilian market. This analysis is important for two reasons. First because it analyses the functioning of a giant corporation that ventured into unchartered territory from a theoretical per- spective; an endeavour that has few scholars have hitherto undertaken. Second, in recent years, there has been scant consideration of the Brazilian market and its role in the global retailing process. Keywords Adaptation, Brazil, culture, globalisation, glocalisation, Wal-Mart

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