Introduction Venturing into new markets, especially in foreign nations, requires organisations to exercise due caution to ensure success. While organisations can develop strategies to cope with bazaar entry changes that relate to their internal structures, dealing with macro-environmental factors in a foreign nation is incredibly problematic. This situation underlines the importance of developing an appropriate entry strategy that can ensure that an organisation makes use of the existing knowledge and experience in its operations in foreign nations. Such strategies include opting for franchising and licensing before focusing on full ownership arrangements. As Holt and Quelch assert, “all businesses operate within an environment, which directly or indirectly affects how they function” (69). This claim implies that successful colonisation of new markets in Asia calls for Carrefour to enact entry strategies that minimise possibilities of failure. However, in the Japanese market, this was not the case. This paper discusses the failure of the Carrefour business in the Japanese markets. It also recommends strategies that would have prevented the failure. Statement of Problem New markets present challenges in terms of aligning an organisation’s business model with the local business model of foreign nations. Factors such as consumer purchasing behaviour, the most important brand elements, and loyalty of the local people in a given foreign nation may determine the success or failure of an organisation (Hill and Ettenson 87). Carrefour did not adopt the best strategies and hence the reason why it failed. What should have Carrefour have done to avoid the failure? Did it generalise its analysis on Asian markets such as China to the entire Asian continent? Was its entry strategy to the Japanese market misplaced and misaligned with the business microenvironment of the nation? Issues/Problem Identification and Analysis From the case study, several issues emerge concerning Carrefour’s entry strategy into the Japanese market. First, it did not screen the new market appropriately. Indeed, it assumed that the purchasing behaviour of the Japanese people was similar to the situation in other Asian nations. Mikkilineni confirms, “Asians are more concerned about price than the product and they purchase products more hastily and at varied points of time” (5). This observation suggests that Carrefour could have successfully ventured into the Asian markets by offering its products at low prices. After making the products easily attractive to people who purchase in a hurry, Carrefour included value additions for its products in a bid to build customer patronage. While it succeeded in other Asian markets in creating customer patronage, the Japanese market posed immense challenges. Secondly, the failure to screen the environment properly led to poor planning of an appropriate new market entry strategy. New markets often present challenges in terms of aligning organisations’ culture to the local people’s tastes and preferences, attitudes, and beliefs (Kotler, Adam, and Denize 49). For this reason, various options for entry modes in the Japanese market were worth considering. Possible entry modes that may have worked