沃尔玛战略分析englis.docx

沃尔玛战略分析englis.docx

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沃尔玛战略分析englis

StrategyAnalysisofWal-Mart

Wal-martisthegiantoftheretailworld,itsmainmarketorientationstrategyis“everydaylowprice”,withwhichcausedWal-martwinthecivilianconsumer’sfavor,obtainedremarkableachievement,andsetuptheenterprise’simage“thehighqualitywithreasonableprice”inpeople’smind.Itdevelopedfromasmallstoretothetopof500leadingenterprisesintheworldfrom《TheFortune》,anditscommercialmythspreadaroundalloftheworldjustovernight.Asthefollows,IwillshowyouthestrategyofWal-martanddosomeanalyzing.

.AbriefintroductionofWal-mart

Wal-martwasfoundedbySamWaltoninArkansasin1962,whichisthelegendinAmericanretailfield.Afterfortyyearsofdevelopment,Wal-marthasbecomethelargestprivateemployerinAmericaandthelargestretailchainenterpriseintheworld.Atpresent,Wal-marthasmorethan6,600storesintheglobalmarketandmorethan18millionemploystotallywhichdistributedin14countriesworldwide.Thereareabout1.75millioncustomersshoppinghereeveryweek,makingWal-martbecomethenumberoneof500topenterprisesintheworld.

In1991,Wal-mart’sannualsalesbreakthrough$40billion,makingitbecomeoneoftheworld’slargestretailenterprises.AccordingtotheclassificationlistofthenationwideservicesectorfromAmericanmagazine《TheFortune》inMay1994,Wal-mart’ssaleshit673.4billionin1993,increasingover11.8billionthanthepreviousyear,morethanSesaswhichisthenumberonein1992,andtoppedthegrattanofnationwideretail.In1995,Wal-mart’ssaleskeptincreasingandcreatedaworldrecordinretail,realizing936billionusdollarsinannualsales,whichatthefourthplaceamongAmericanlargestenterpriseslistinmagazine《TheFortune》.Asamatteroffact,Wal-mart’sannualsalesequalstothesummeryofalldepartmentstores’salesacrosstheUnitedStates,anditstillmaintainedastrongmomentumofdevelopment.Wal-marthas2133Wal-martstores,469members-onlywarehouseclubsand248Wal-martshoppingplazassofar,anditacrossAmerica,Mexico,Canada,PuertoRico,Brazil,Argentina,SouthAfrica,China,Indonesiaetcplaces.Wehavetosayitwritesamiracleinretailwithrapiddevelopmentjustinafewdecades.

.Thecompanystrategyenvironmentanalysis

2.1Theexternalenvironmentanalysis

2.1.1Thegeneralenvironment

2.1.1.1Demographicsegment

Althougheachcountryadopteddifferentpopulationcontrolpolicyaccordingtotheirnationalconditions,however,theglobalpopulationisstillinrisingstatusfrommacroscopicenvironmentview,especiallyfordevelopingcountries,theirtotalpopulationislargeandtherateofthepopulationgrowthisfasterthandevelopedcountries;Andwiththeprocessofurbanization,urbanresidentpopulationisappearingconcentrationtrend.Growingpopulationandcentralizationofthepopulationlivingenvironmentprovidehugeopportunityforretail.

2.1.1.2Economicsegment

Theworldpeacefuldevelopingenvironmentandtheproactivefiscalpolicymaketheworldeconomydevelopssteadilyinquicklyandwellstate,percapitapurchasingabilitystrengthens,sopeople’srequirementoflifelevelbecomehigherandhigher,thesameaspeople’sconsumptionlevel.Therefore,drivingtostormstogoshoppinghasbecomeusuallandscapesonWal-martave.

2.1.1.3Socioculturalsegment

Wal-martemphasizestheprincipleofgoodfaithandmoralvalues:

"Iforone,oneforall".Wal-martlocatedcustomersas“thecompany’sbiggestboss”,andtheyputupmanyprinciplesstoodinthecustomerview,forexample,everydaylowprice﹑smilefromthreemetersdistance,200%satisfactionetc.Threemeterssmileprinciplerequiresemployeestosmiletocustomersfromlessthanthreemeters,besides,Wal-martrequiresemployeestoanswercustomerquestionsseriously,andneversay“Idon'tknow”,Wal-marthasanunwrittenruleinternal,thatistheonlystatethatallowsthereasonoflateis“customerservice”.200%satisfactionprinciplemanifestedinthefresh-eatingdepartment,Wal-martassurancestocanceltheordersandgiveyouafreegiftifthehomemadefoodmeetsanyqualityproblem.QualitysocialculturalenvironmentwithhighqualityretainalotofloyalcustomersforWal-mart.

2.1.1.4Technologicalsegment

Thedevelopmentofscienceandtechnology,especiallythedevelopmentofInternettechnologyacceleratedthedevelopmentofretailprocess,advancedscienceandtechnologyallowsremotecommunication﹑logisticsapplications﹑informationcollectionanddataprocessingbecomepossible,andenhanceworkefficiency.Forexample,Wal-martisthefirstonetorealizeitscomputerlogisticsnetworkmonitoring24hoursinternalintheworld,makingpurchaseinventory﹑orderthegoods﹑distributionandsalesintegration,reducingalotofunnecessarywastetime,speedingupthelogisticscycle.

2.1.1.5Globalsegment

Globaleconomyintegrationacceleratedthepaceoftransnationaltradedevelopment,promotedtheeconomicdevelopmentoftheworld.Wal-marthasstoresandshoppingplazasinmanycountriesaroundtheworld,Wal-martdevelopswelleveninaforeigncountrybecauseofitssuccessfullocalizationimage.

2.1.2Theindustryenvironment

2.1.2.1Threatofsubstituteproducts

Substituteproductsarethosehavesamefunctionwithspecificmarketproducts.Thepriceoftheproductsisgenerallylow,butwhileitputintothemarket,thepriceofthespecificmarketproductswillceilingonlyatarelativelylowlevel,whichlimitsthespecificmarketbenefits.ForWal-martretailisconcerned,itsmainlyalternativeproductsfacedareasfollows:

Thevigorousdevelopmentofcateringindustry.

Withtherapiddevelopmentofsocialeconomy﹑theenhancementofpurchasingabilityandliferhythmspeedingup,moreandmorewhite-collarspendtheirsparetimeincateringindustry,boomingdevelopmentofcateringindustryprovidesthequalityservicesandgoodtastedfood,suchasyonghesoya-beanmilk,anddaniangdumplings,odiecoffee,qiaojiangnancateringetc,whichhaveagreatimpactonretailespeciallyforsupermarketsanddepartmentstores,sotoWal-martalthoughittakeeverydaylowpricestrategy.

Therapiddevelopmentofnetwork.

Onlineconsumptionhasbecomeverycommonphenomenaduetotherapiddevelopmentofnetworktechnology.Especiallyforyoungpeopleandwomen,theyaremorewillingtospendtheirtimeonsufferingtheinternet,theycanchooseandbuygoodswithlowerpricesjustwithalaptopcomputerandneverleavehome.Onthenetwork,aportionofthegoodsundercustomsdutiesavoidtaxationandlaunchedsecondskillactivitiessopeopledonotneedtopatlongqueuesintheentityshop,door-to-doordeliveryconvenienttheaudiencecustomers.

Thehotelindustry.

Atpresentmanyhotelssellothercommoditiesinadditiontoprovidingfoodandlodgingservices,suchasplacingbeverage,snacks,underwear,socksforsaleinternal,besides,becauseofthegeographiclocation﹑beautifulenvironmentandabundantcapital,thehotelsarereceivingmoreandmoreconsumers.

2.1.2.2Bargainingpowerofsuppliers

Wal-mart’spurchaselinkadoptsdirectlytothefactory﹑unifiedpurchase﹑assistsupplierstoreducecostsandotherwaystoreducethepurchasecosts,comparedtoothercompanies,Wal-martdoagoodjobinthisrespect.

Adaptthewayofpurchasingdirectlytothefactory.

Manybusinessestakesconsignmentmodeofoperationtoavoidbusinessrisks,whileWal-martimplementsdirectpurchasepolicy,andtakeafixedtimeneverdelaytothebuyoutaccountssettlementpractices.Wal-mart’saveragecopewithperiodis29days,whileitscompetitorKmartneeds45days.AccordingtoWal-martownstatistics,Wal-martreducethepurchasecostof2%-6%withimplementingdirectpurchasepolicy.

Unifiedpurchasecost.

Wal-martadaptpurchasingfromthecentersystemandtrytounifiedpurchasebytheheadquartersofhecentral,particularlythoseofhighvisibilitycommoditiesintheworldwidesales,suchasCoca-Cola,Eastmankodakfilmetc.Generallyspeaking,Wal-martsigningthewholeyearsalescontractwithsuppliersatonetime,itobtainedthepreferentialpricefarhigherthantheirpeersbecauseofitshugepopulation.

Thewayofassistingsuppliersreduceproductcost.

Wal-martthroughhelpingsuppliersimproveprocess﹑improvequality﹑reducelaborcosts﹑sharetheinformationsystemetc,andimprovetheyieldwithassistingsuppliersrealizethelowestcost.

2.1.2.3Bargainingpowerofbuyers

Themajorityofconsumersaresensitivetoprices,andwhenweenteredWal-mart,thefirstsightseeingfilledintooureyesmustbetheslogan"everydaylowprices",thissentenceevenprintedonshoppingbagsofWal-mart,theimplementoftheprinciplemakeWal-martlightningfromnumerousretailenterprisesfromthecrowd.

2.1.2.4Threatofnewentrants

Largesupermarketchainindustrycarrieshighbarrierstoentry.Forlargesupermarketchainbusinesses,ifhewantstosucceedinanewmarket,thenumberofscale,namelystorefrontisanecessarycondition.Forlarge-scalerigidityrequirement,alsoinevitablerequiresabundantcapitalamount.Therefore,largesupermarketchainindustrybarrierstoentryishigh,andnowalmostallofthelargeretailcompaniesarealreadycarriedouthisbusinessinmainlandChina,andthereisalmostnonewentrants.Sowecanseethatthepotentialindustryentrantscan’tthreatWal-mart.

2.1.2.5Rivalryamongcompetingfirms

Competitionindomesticmarket.

ThecurrentdomesticfamousbrandhaveShanghailianhua,hualian,thebailan,suguo,thetimes,etc.,theyallwanttogettheleadershipinChineseretailing,nowthecompetitionisfierce.

Thecompetitionoftheinternationalmarket.

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