Abstract
Sparks, in a case study of the takeover of The Southland Corporation (USA) by Ito‐Yokado and Seven‐Eleven Japan, raised a number of fundamental questions about the nature of retail internationalisation and our understanding of the subject. This paper returns to this subject and, using an analysis of the changes in both businesses since the takeover, again explores our depth of comprehension of the processes of retail internationalisation. The changes in The Southland Corporation since 1991 have essentially replicated the Japanese convenience store model and produced a business turnaround. This illustrates both the depth and length of components of internationalisation. The stage is now set for the global transformation of the business.
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