We investigated Emart’s strategy to enter the Vietnamese market on the basis of Prahalad and Doz’s ‘Integration- Responsiveness Framework’(1987). Our analysis reveals that this retail company has adopted a multifocal strategy in order to respond to the pressures for both global integration and local responsiveness. Taking lessons from its earlier failure in China, Emart sought to thoroughly localize its Vietnamese business in designing the store, laying out shelves, merchandising, and marketing. For global integration, it applied its home-based technological and managerial knowhow in determining the location and size of the first store, sourcing from global and Korean suppliers, securing food safety, and establishing consistent brand image in Vietnam. Thanks to those efforts for localization and integration, Emart has successfully overcome the liabilities of foreignness and achieved remarkable performance in the foreign market. Our findings suggest that foreign retailers can build competitive advantage over local competitors using both localization and integration strategies.