Introduction Today, in the 21 st century, companies are increasingly engaging in commercial activities across national boundaries as they seek for new markets for growth and competitiveness (Klohs, 2012). While it is evident that international business expansion presents many opportunities for these companies, there are also a multiplicity of challenges and complexities related to doing international business (Gabriel, 2011). The present paper is an overview of the challenges and complexities that Wal-Mart will potentially face as it engages in global expansion. Challenges & Complexities Wal-Mart, the largest retail company in the world but with roots in the United States, has for some time now engaged in international expansion efforts into many countries of the world. The company has registered mixed fortunes as demonstrated by its huge success in countries such as China, Canada and Mexico (Mun & Yazdanifard, 2012), and difficulties in South Korea and Germany (Fox, 2011). Perhaps surprisingly, the company plans to continue its expansionist strategies and enter into the hugely promising African market due to the growth of a large and aspiring African consumer market with increasing discretionary income, strong gross domestic product (GDP) growth and intra-regional trade agreements, developing infrastructure and growing participation by the labor force, as well as a significant rise in foreign direct investment (Accenture, 2009). However, it must be prepared to face the following challenges. The first challenge concerns the legal and regulatory atmosphere in some international markets. Some countries in Africa and Asia have refused to allow big retailers such as Wal-Mart to enter their markets, citing the justification that such an entry would adversely affect the thousands of small local retail stores “which dominate the market and currently supply daily foodstuffs and other products to their local populations” (Fox, 2011 p. 2). In Zimbabwe, for example, large retail stores such as Wal-Mart are only allowed to partner with local entities in the wholesale industry rather than selling directly to customers, or to sell majority shares to locals for them to be allowed to operate (Experian Marketing Services, 2012). The company must therefore develop strategies aimed at understanding the legal and regulatory atmosphere in some of these international markets before making investment decisions. The second challenge deals with the stiff competition that Wal-Mart is likely to face upon entry into international markets. The retail sector is highly competitive and Wal-Mart is likely to face stiff competition from other indigenous and foreign-based retailers. The competition challenge is further compounded by the patronage issue, whereby local customers may prefer to shop at familiar and/or locally owned retail stores (Fox, 2011). In its market entry program, the company must hence undertake to develop ways and strategies that could be used to obtain a substantial market share in the foreign markets (Dewhurst et al., 2012). The third challenge deals with building a local brand in the African countries that Wal-Mart intends to expand to. Available literat