To make the matters worse in Mexico, Wal-Mart's information system would automatically re-stock merchandise that local managers tried to close out. The Mexican stores sold American-style packaged meat and vegetables, which many shoppers preferred to purchase fresh from small neighborhood stores. Wal-Mart seemed to lack the control that translated into low prices in the United States. As the director of administrations commented, "The key to this market is distribution." The retailer who solves that will dominate (Keegan and Green 521). .
Another tactic Wal-Mart executives have adopted is to reach out for additional help to correct some of the cultural, economic, and political issues the company experiences. Hillary Clinton was the first woman to serve on the board for Wal-Mart. Clinton's political strength, and legal experience provided aid in the company's worldwide communication strategies. Wal-Mart now understands that cultural languages and laws must be studied before a company can successfully enter into a market. Wal-Mart needed strong leaders and managers to help achieve this goal. Clinton brought tremendous talent to the struggling board. .
Wal-Mart has now converted its joint venture shares with Mexico into common stock to have a controlling stake in the company. Meanwhile, operating with a partnership, Wal-Mart ventured into and opened stores in Brazil. Operating without a partnership, Wal-Mart opened stores in Argentina. In 1994, Wal-Mart entered the Canadian market by acquiring the 122-store Woolco chain. In 1997 Wal-Mart purchased 21 hypermarkets in Europe. The following year Wal-Mart acquired 74 additional hypermarkets in Germany. In 1999, Wal-Mart offered more than $10 billion for Britain's third largest supermarket chain, Asda Group PLC (Keegan and Green 520 -522). Wal-Mart executives also targeted Asia. China was due to join the World Trade Organization and Wal-Mart executives were ready to capitalize on the economic expansion.
