This qualitative analysis examines Wal-Mart managers‟ perspectives of the strategies that the U.S. corporation has implemented in order to increase its sales and profits at more than 4,000 stores in local U.S. communities. Two theoretical paradigms are specifically used: glocalization and grobalization. The former refers to cultural adaptation; the latter means standardization. The ultimate goal of the researcher is to identify the dialectical tensions between those two current forms of globalization. In-depth, face-to-face, qualitative interviewing of ten Wal-Mart managers in Central Florida allowed the researcher to actually comprehend managers‟ perspectives, gather fresh data, and construct a final product to enlighten readers on the current Wal-Martization of the United States. Throughout the data reduction process, four key themes surfaced as the most relevant to the initial research questions: (1) Awareness of Glocalization as Key to Success, (2) Grobalization Strategies Implemented, (3) Centralization as a Pattern of Grobalization, and (4) Organizational Socialization. Overall, it was found that Wal-Martization is a process that requires complex strategies and efforts to match the contemporary conditions of globalization. Meeting the needs of local Wal-Mart stores varies from one geographical location to the next. While, by definition, grobalization is a reversal of the meaning of glocalization, this study has revealed that part of Wal-Mart‟s phenomenal success is to be both grobalizing and glocalizing. Wal-Mart offers its customers the opportunity of consuming locally (e.g., Hispanic products, Mediterranean food), globally (e.g., universal U.S. merchandise), or both simultaneously (like products and traditions found in Orlando stores). In this sense, both glocalization and grobalization are effective for the successful Wal-Martization of U.S. communities