Background Quanchi Retailer is one of Asia’s giant multinational retailers, and it has particularly attained its tremendous success by leveraging e-commerce and technology in its business processes. The company has an online store through its interactive website, where customers from 89 countries across the world can order products and have them delivered from the company’s closest physical stores and warehouses. The logistics department of the online retailer has received numerous awards over the past decade, and it serves as a role model for other companies in the industry. The growth strategy of the company includes the expansion of its capabilities to deliver products and services to consumers in different countries, and it has recently adopted an approach to develop at least three physical stores in the developed economies across the world, which would serve as regional delivery points. Quanchi established its first physical store in Boston, Massachusetts in 2016, and it is apparent that the challenges that the company has been faced in its human resource department are a major threat to its success in the region. Management Challenges When the company identified the United States as a potential location to service the entire Northern American region, the CEO of Quanchi Retailer introduced the idea that it would be easier to use expatriates in the entire human resource base. The idea was to retain Chinese employees in all departments, with the hope that they would develop high-performance teams because the lack of diversity implied that there would be limited internal cultural barriers (Ferraro & Briody, 2017). However, while the American store did not have any internal cultural barriers, there was a failure on the part of the company to facilitate the appropriate mechanisms to nurture leadership talents on the part of the human resources. This led to a low commitment to achieving the organizational goals, and a relatively low motivation level for the employees. The company would later start employing Americans, which has introduced more cultural challenges. Additionally, the company faced a high level of cultural problems emanating from the consumer base. The interaction between the employees and customers in the physical store and the online platform has been associated with numerous challenges. One of the prevailing issues is the language barrier, whereby the customer care reviews of the company have been associated with numerous complaints of the employees not being able to communicate effectively with the customers because they are not fluent in English (Ferraro & Briody, 2017). Moreover, the cultural beliefs and social expectations of the employees at the company are extremely different from the customers in North America. The recruitment process at the company is still based on developing a workforce that is entirely Chinese, and since there has been an increase in the turnover rate in this region, replacing team members has affected the cohesion of the workforce. There have also been numerous complaints from the expatriates that the company has a very poor compensation and benefits program compared to other companies in the region. This has made it easy for the current employees to grasp any chance they get to work for other companies in the United States. There is a clear indication that the company might have to develop a better reward and motivat