Hence, while opting for a large scale expansion in China, the company was quiet confident that its traditional organizational structure comprising of well laid out stores backed by time tested retailing concepts and culture would work well in China (Pogoda, 1994). However, Wal-Mart soon realized that the Chinese customers required different sort of merchandize and goods. Therefore, to understand the local markets, the company decided to get actively involved with the local communities and started opting for local suppliers (Taylor, 2009). This strategy of retaining the traditional organizational structure, with localized procurement worked wonders for Wal-Mart in China.
Just like Wal-Mart, when McDonalds decided to go global in the 90s, the company was confident that its well-calibrated organizational approach of offering franchises at the local level would work well in the foreign markets also. Luckily, for McDonalds, the things worked well as was expected and its brand of fast food soon became a rage in the New Markets in Asia, Latin America and Africa. However, this does not mean that McDonalds simply transplanted it US based organizational structure in the foreign markets. The company was well aware that food is always about flavors, which differ from place to place and people to people. Therefore, the company not only adapted its distribution strategies and packaging as per the local preferences, but also customized its products to suit the local tastes. For example, McDonalds offers Halal fast food in the Gulf and beer in Germany (McDonalds, 2005).
From the very start, Skype succeeded in establishing itself as the most popular voice communication service around the world. The company conducted its business through it internet portal. However, it was not long that Skype realized that the emerging new trends and developments in the digital technology would make it literally obsolete, if it fails to customize and adapt to the novel digital