沃尔玛内外部环境优劣势战略分析英文版Word格式文档下载.docx

沃尔玛内外部环境优劣势战略分析英文版Word格式文档下载.docx

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1

UNIVERSITYOFTASMANIA

TAKE-HOMEEXAMINATION

Semester5,2011

BMA302StrategicManagement（SOU）

Examiner:

DrDallasHanson

TimeAllowed:

TWO

（2）days

Instructions:

ThisexamisinONE

（1）section・

Itisacompulsorycasestudy.StudentsmustreadthecasestudyandanswertheONE

（1）question.

Thisexammationcontributes60%towardsyourassessmentinthisunit.

TliefinishedexanimustbesubmittedonhardcopybyMonday12小byBeijingtime・AmyocopyshouldALSObelodged・

ENVIRONMENTALANALYSIS

Introduction

Wal-Martisatycooninretailingindustrywithtotally6782storesscatteredin13countriessuchasAmerica,Mexico,Canada,China,Japan,andBrazil,ect.Corporationlaunchthepositioninlowpriceasthecatchword:

tosavepeoplemoneysotheycanlivebetter.Inordertoimprovethelivesofeverydaypeoplebymakingeverydaythingmoreaffordable,Wal-Marthighlightscostefficientsupplychainandeconomiesofscaletoachievelowestcostandproductivity.

ThemissionofWal-Martistoofferaffordablecommoditiestothegeneralpublicandupdateinformationsysteminsupplychain.Inthreesegments,companycontinuetosetdifferentiationstrategyandsuperiorservicetoappealcustomers.Nevertheless,companywouldstressstaffconcerninhealthcareandpayment.Invision,Wal-Marthasaloftyaspirationinglobalexpansionandanotherlevelofpublicity.

External

Generalenvironment

Demographic

Anagingpopulationrepresentanupwardtrendastheglobalpopulationsizeisgettingbigger.InUS,itisestimatedthatthenumberofthoseaged65andupwillboostto86.7millionby2050.Thewonderfullifeofresidentsindevelopednationbringsaboutlongerexpectancyandlowerbabyrates.SincecrowdsofforeignimmigrantpourinAmericanlabourmarket,ethnicandgenderdiversityincreasinglyapparentinUSwheretheproportionofwhites5workforceseemsdescendandfemalelabourovertheageof16hasincreased・Astoincomedistribution,thereexistsgulfbetweenrichandpoorresultingfromreturnstoeducation・

Economic

Owningtothefinancialcrisisin200&

worldtradewashithardanditfellinpessimisticmarketenvironment.Furthermore,theGDPgrowthinlotsofnationsisslowingdown,whichposesathreattotheretailingindustry.Themajorityoftheretailersfacingthecommonsalesdifficultpositionwereatstakeinretailingbusiness・

Political

AccordingtoCalifornialabourlaw,itiscompulsoryforenterprisetoprovidemealandresttoemployee・Second,itappearstogreatconcentrationondiscriminationagainstwomeninpromotion,pay,training,andjobassignments・

Socio-cultural

Thegovernmentsinmanydevelopedcountriesstressonhealthcare,anti-monopolytrade,theenvironmentalconservation,discrimination,reasonableworkerpayandgeneralanti-corporatesentiment.Anyactionbreakingantitrustlawsandhandlinghazardouswastetoreducethecostoftreatmentwouldbepunished・Additionally,thediversificationingenderandculturewouldrestructuretheinternationaldivisionofmanpower.

Technological

Inordertoachievecost-efficiencyandtrackingrealtimeinformationute,RFIDhasbeenwidelyutilizedinoptimizingHieretailingsupplychain.Anotherburgeoningapplicationisinternetbywhichincreasinglypeoplearoundworldcouldabsorbfreshnewsandmakepurchasewithoutboundaries・Electroniccommercewouldleadtoanewroundofexplosioninretailingmarket・

Global

Inlinewithglobalisationtrend,tradebarrierscontinuetocomedown.Thedevelopmentofinformationtechnologyappearsimmensepotentialthatexpandmarketandofferexcellentlabour,capital,goodsandservice・Simultaneously,bilateralandmultilateralfreetradeagreementsarecontinuingtoshapemarkets・

Industryenvironment

Theretailingindustryoperatesasasuperstoreofflineandonline,whichofferingwidevarietygoodsandservicetothepublicatareasonableprice・Thousandsofmerchandisesinretailingrangeoverelectronics,dailynecessaries,food,andhealthcareandsoon.ItisamatureindustrywheremanycompetingretailersfightformoremarketsharesuchasTarget,CostcoandKroger.

Threatofnewentrants

Inspiteoflowswitchingcostforcustomertobuymerchandisefromnewentrantsinretailingindustry,existingretailershaveestablishedenormouseconomyofscaleandstrongdistributionchanneltorealisefirms'

flexibilityandefficiency.Forthosenewentrantswithoutprofoundresourceandcapital,itisimpossibletoentrythisareaandhaveaplace.

Bargainingpowerofsuppliers

Thebargainingpowerofsuppliersseemsquiteweakduetoretailingsupplierandmanufacturersfeatureslargequantitywithsimilargoods,lowswitchingcostsandmultifarioussubstituteproducts.Aboveall,thesesuppliershavetomeetretailingtycoonhalfwayforbigdemandandlargeshareofbusinesssothattheytransformedtospecializedsuppliersservingforthegiantinvisibly.

Bargainingpowerofbuyers

Intheretailingindustry,consumerplaysanirreplaceablerolesincepeoplebuydailynecessaries,foodando什ierconsumablesregularlyandtheii'

purchasesconsistofthesellei^srevenues・Andtheycaneasilyswitchtoanothercompetitorstoresaslongasthereislittledifferentiationingoodsandservice・

Threatofsubstitutes

Retailingsuperstoressellingthousandsproductshaveenormoussubstitutesintypeofnicheindustryorfranchisestore.Afurthersubdivisionongoodsandservicepresentsastrongthreattocurrentretailingindustry.

Intensityofrivalry

Asthereexistsseveralcomparablecompetitorsplusothernumerousnichecompetitorsinthisretailingindustrywithamoderategrowth,itformsarelativelyintensifycompetition・Obviously,retailingcorporationsattemptingtomaximiseproductivecapacityandreduceinventoriesarelackofdifferentiationincommoditiessothattheyrelyoncuttingpricetoattractcustomers・Thus,theswitchingcostsbecomelowerandgiverisetocompetition・

Competitorenvironment

ForWal-Mart,themostcompetitivecorporationincludesTarget,Costco,Kroger,CarrefourandTesco.Alloftherivalattempttoexpandtheirmarketshareandboostsalesprofit.Targetlaunchesthepositionasupscale,fashion-forwardappeal,whichprovideshigh-qualitymerchandiseatattractiveprices・Costcofeaturesalimitednumberofcommoditiessoldinhighvolumes,lowcostsviadiscountsandano-frillsapproach・Krogerisoneofthenation^largestretailerscontaining11brands・TescohasanobjectofstretchingtotheWestCoastoftheUSA,emphasisingconvenienceandcompetesprimarilyingroceries.Carrefouractingasthesecond-largestretailerafterWal-Martembracesaninternationalambitionanditfocusesonhypermarkets・Inaddition,othernichecompetitorssuchasSafewayorBestBuyalsocompetewithWal-Martlaunchinglowpricepositionplusenvironmentalattention・NowWal-Martresetstrategytoimproveproducts,logisticefficiencytoattractmorecustomers・Sotheretailingmarketisintenselycompetitive・

Siimmarv

Inthiscase,setintheunenthusiasticglobaleconomy,theretailingindustryisfulloffiercerivalryandformshighbarrierstocompetitors・Despitetherearesomanyissuesaboutlabourforcewaitingforthesolution,opportunityintechnologyandglobalmarkethasthegreatpotential.

Internal

Resources

Tangible

Asthedominantinretailing,Wal-Martrepresentsahealthyandprofitablefinancialposition・In2007,netincomeascendedto$11.7billionandtotalassetsreach$151billion.Concurrentwiththeincreaseinassets,corporationliabilitieshavegrowntoS89.6billionandtotalshareholderequityroseto$61.8billion・Wal-Martcombineslow-costprocurementtactics,leading-edgeinformationsystemsandrocket-sciencelogistics.Inphysicalresource,corporationpossesses2257Supercentres,1047DiscountStores,112NeighbourhoodMarket,579Sum'

sCluband2760InternationalthroughDistributionCentresimprovingmerchandisedelivery.Intechnology,itutilizesRetailLink,Internet-basedTransportationLinksystem,satellite-basedtrackingtechnology,Texlonbar-codeandRFID-basedsystemtoaccelerategoodsdistributionandtrackrealtimeinformationen-route・

Intangible

Inhumanresource.Wal-Mart^stechnologicalsupply-chaindependsontheassistanceof1.8millionassociateswhoareoverworkedduetounderstaffingissues・CompanyhasfoundgroupsoftechnicalexpertsinGlobalProcurement・Andcorporationownscapableseniorofficersandpowerfulboardofdirectors・Inreputation,mostconsumersareinfavourofitsvariousproductsandgooddiscount.Plus,suppliersconsiderWal-MaitastycoonsothatWal-Martindominantpositionwithhugerequirmentcanbenefitgreatlyatlowerwholesaleprice・

Capabilities&

CoreCompetencies

Incapability,Wal-MartboastslargeeconomiesofscaleequippedwithDistributionCentrescoveringdomesticandoverseasmarket,extensivedistributionchannelincludingonline,predominanceinfrontof61000suppliers,andquickinformationgadierinpackagingandtransportationfromsupply-chaintechnologyinnovation.Corporationofferscustomerwiderangeofitemsataffordablepricewithdailydiscountbydominantbargainpowerincuttingcostofwholesalepurchase・Amongtheseremarkablecapabilities,thecostefficientsupplychainwithadvancedinnovatesystemisthecorecompetitiveadvantage,whichhelptologisticsintegrationandspeedupdistributionefficiency.Inaddition,powerfuleconomiesofscaleandinitiativeinprocurementareanothercorecompetencythatcontributestoprofitabilityandorganizationflexibility.

ValueChain

Inprimaryactivities,Wal-Mart^inboundandoutboundlogisticspresentsuperiorperforman