商务策略研究论沃尔玛的营销策略学位论文.docx

商务策略研究论沃尔玛的营销策略学位论文.docx

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商务策略研究论沃尔玛的营销策略学位论文

Abstract

ThesalesrevenueofWal-MartistheNo.1inmanyretailsupermarketsintheWorld.It’sdifficulttouseseveraldecadestodevelopfromasmallgrocerystoretotoday'sFortuneGlobal500.ButWal-Marthasdoneit.ThekeyofsuccessofWal-Martisthemarketingstrategy.ThisdissertationintroducestheWal-Mart’shistoryandtheenterpriseculturefirstly,andthenexplainstheconceptofmarketingstrategy.ThenIamdiscussingthemarketingstrategyofWal-Mart.Here,Idividedintofourpartsdiscussing:

productstrategy,pricestrategy,promotionstrategyandservicestrategy.ThelastpartisconcludedtheexperienceofWal-Mart–suitablemarketingstrategiescanhelptheenterprisesuccess.

Keywords:

Wal-Mart;marketing;marketingstrategy

中文摘要

在当今世界众多大型零售企业中，沃尔玛公司的销售额一直稳居第一。

能够用短短的几十年把一家不起眼的杂货店发展成为世界五百强之首是不容易的，但是沃尔玛做到了这一点。

沃尔玛的成功之处在于它的市场营销策略。

本文先介绍沃尔玛的创立、发展及其长期形成的企业文化，接着阐释营销策略的基本概念，再着重地分析沃尔玛的营销策略。

在这里，本文分为四部分进行阐述：

产品策略、价格策略、促销策略和服务策略。

最后一部分是对沃尔玛的总结——只有制定适合的营销策略才能有助于企业迈向成功。

关键词：

沃尔玛超市；营销；营销策略

1.Introduction

Wal-MartStores,Inc.wasfoundedbyAmericanretaillegendSamWaltoninArkansasin1962.Foroverfortyyears,Wal-Martservesmorethan176millioncustomersperweek.Itistheworld’slargestprivateemployerandretailerwithover2millionassociatesworldwideandmorethan7,800storesin16countries.

Wal-MartcametoChinain1996.ThefirstSupercenterandSAM'SCLUBwereopenedinShenzhen,GuangdongProvinceandtheheadquarterofglobalpurchasingcenterwassetupin2002.Today,thereare146unitsin89cities,including138Supercenters,3SAM’SCLUBSand2NeighborhoodMarkets.Atthesametime,Wal-Martpurchases35%Equityand102storesofTrust-Mart.Wal-Martemploysover70,000associatesinChina.

Wal-Martinsistsonthepurposeof“SavingMoney”andalwaysdoesthat.TheculturesofWal-Martwintheagreementofcustomersandtheirstaffs.Theytreattheircustomersasthegodandgivethem“SmilingService”.Alsotheirstaffs’opinionsarerespected,becausetheybelievedtheirstaffscouldgivesomeadviceswhicharegoodfortheircompany.Andtheycalltheirstaffsas“partner”.

ThemostimportantreasonwhyWal-Marthassogreatsuccessistheirsuccessfulmarketingstrategies.ThepricestrategyhelpWal-Martwinningalotofcustomerswhompursuitthegoodswithexcellentqualityandreasonableprice,talentstrategyhelpWal-Martcollectingmanytalent,competitivestrategyhelpWal-MartearningtheopportunitiestolearnedandfoundthemanagementproblemandinnovativestrategyhelpWal-Marttokeepinadvance.

InChina,becauseofthespecialcharacteristic,theAmericanmodeofoperationisnotsuitableforChina.ItwouldbefailureiftheycopytheAmericanmode,sotheyshouldcombinethecharacteristictomakesomesuitablestrategies.Atlast,LocalizationstrategiesmakeWal-MartsuccessinChina.Theypurchaselocallyover95%ofmerchandiseinChina.Theyemployednearly20,000suppliersandoperatedthecompanyinChinesemode.In2009SupplierSatisfactionSurveypublishedbyBusinessInformationofShanghai,Wal-Martrankedfirstacrossseveralsuppliersatisfactionindexes.

2.TheHistoryofWal-Mart

2.1ThehistoryofWal-Mart

Wal-MartStores,Inc.（brandedasWal-Mart）isanAmericanpubliccorporationthatrunsachainoflarge,discountdepartmentstores.Itistheworld'slargestpubliccorporationbyrevenue,accordingtothe2008FortuneGlobal500（StaffWriter,2008）.

SamWalton,thefounderofWal-Mart,beganhiscareerinretailingin1940.Sincethattime,hebeganlovingsellsandlearnedhowtomakegoodsales.Hereceivedgreatsuccessfulatthebeginningofhiscareerandhaveafarexceedingexpectations.Heopenedhisfirstgrocerystorewhichcalled"Walton'sFiveandDime"in1945.Heutilizedhistalentofmanagementandinnovationtooperatehisfirstgrocerystore,heachievedgreatsuccess.HighsalesvolumeprovedSam’smanagementwassuitableforhisstore.

OnJuly2,1962,SamopenedthefirstWal-MartDiscountCitystore.Inordertotellcustomerstheirprinciple,theybrushed“EveryDayLowPrices”and“SatisfactionGuaranteed”thesetwoslogansonthewall.Withinfiveyears,thecompanyexpandedto24storesacrossArkansasandreached$12.6millioninsales.

OnOctober31,1969,SambuiltupthecompanycalledWal-MartStores,Inc.,butthebiggestproblemwasSamhasn’tenoughmoneytoexpandthecompany.TheonlywaytosolvethisproblemwasbegantradingstockasapubliclyanddoneitatlastonOctober1,1970.Then,itlistedontheNewYorkStockExchange.

Wal-Martkeptongrowingrapidlyinthe1980s.In1987,its25thanniversary,therewere1,198storeswithsalesof$15.9billionand200,000associates.AlsoWal-Martmarkedthecompletionofthecompany'ssatellitenetworkthatwasthelargestprivatesatellitenetworkin1987.Thesatellitenetworknotonlyhelpedtheofficetoknowclearthetrackinventoryandsalesbutalsocommunicateconvenientlybetweentheirstores.

ThefirstWal-MartSupermarketopenedinWashington,Missouriin1988.Throughthespeedydevelopmentandexpansion,Wal-Martbegantoopenstoresabroad.In1995,Wal-MartwasenteringSouthAmericawithstoresinArgentinaandBrazil;andEuropein1999,buyingAsdaintheUKfor$10billion,openedretailoperationsinChinain1996withtheopeningofaSupercenterandSAM’SCLUBinShenzhen.

In1998,Wal-Martintroducedthe"NeighborhoodMarket"conceptwiththreestoresinArkansas.By2005,estimatesindicatethatthecompanycontrolledabout20%oftheretailgroceryandconsumablesbusiness.

In2002,itwaslistedforthefirsttimeasAmerica'slargestcorporationontheFortune500list.Ithasremainedthereeveryyear,exceptfor2006.In2009SupplierSatisfactionSurveypublishedbyBusinessInformationofShanghai,Wal-Martrankedfirstacrossseveralsuppliersatisfactionindexes.

Untiltoday,Wal-Mart’sfiscalincreasedveryfast.Thetotalnetsalesincreasedby7.2%and8.6%infiscal2009andfiscal2008whencomparedtothepreviousfiscalyear.（Wal-MartStores,Inc,2009）Thoseincreasesresultedfromtheirglobalexpansionprograms,comparablestoresalesincreasesandacquisitions.

2.2ThecultureofWal-Mart

Everyassociate'sopinionisrespected.Managersareconsidered"servantleaders"whohelpnewassociatesrealizetheirpotentialthroughtraining,praiseandconstructivefeedback（赵海风,2003）.An"opendoor"managementphilosophyencouragesassociatestoraisequestionsandconcernsinanopenatmosphere.

Staffisnotcalledemployee,butiscalled“partner”byjargonofWal-Mart.Thisjargonwasusedinyear1973（赵凡禹,2003）.Wal-Martgroupattributedhiscompany'ssuccesstotheunityofallthestaffandtheirperseveringhardwork.

Wal-MartandSAM'SCLUBassociatesshareanexceptionalcommitmenttocustomersatisfaction.Atthestartofeachday,storeassociatesgatherfortheWal-MartorSAM'SCLUBcheerandreviewsalesfromthepreviousday,aswellasdiscusstheirdailygoals."TheSundownRule"requiresacontinualsenseofurgency,withquestionsaskedinthemorningansweredbeforetheendoftheday.Thestringofsuccessfultracksfromthestatusofthecompanyitnevercomplacent.Graduallyimproved,andconstantlystriveforexcellenceisthesecretofsuccessofWal-Mart.

Wal-Martalwaysinsistsontheprinciple--“Savepeoplemoney,sotheycanlivebetter”.Theyalwaystakeitintoaction.Theytreatthecustomerasthegod.EverythingispossibledonetomakeshoppingatWal-MartandSAM'SCLUBafriendly,pleasantexperience.The"Ten-FootAttitude"meansthatassociatesaretogreeteachpersontheysee.The"SatisfactionGuaranteed"refundandexchangepolicyallowscustomerstobefullyconfidentofWal-MartandSAM'SCLUB'smerchandiseandservice（王孝明,2004）.BecauseWal-Martconsiderstheproblemsthatstandonthecustomers’position,theyknewwhattheircustomerswant.Everythingtheydowasthinkingaboutthecustomers.

3.TheBasicConceptofMarketingStrategy

3.1Thebasicconceptofmarketingmanagement

3.1.1Theconceptofmarket

Undermodernmarketeconomy,theenterprisesshouldorganizeproductionbaseonmarketdemand.Theso-calledmarketisformedbyagroupofeconomicalentitieswhichmeansbothcommodityexchangeandtransaction.Thenaturerelationshipofbuyingandsellingisreflectedbytheamount,extentandthetransactionregulationsbetweenbuyersandsellers.Marketcanbeknownasthesumofdemandofrealbuyersandpossiblebuyers.（Armstrong,Gary&PhilipKotler,2005:

10）Sothesizeofmarketisdecidedbythenumberofpeoplewhohavetheneedandhavetheresourceswhichcanraiseothers’interestandcanbeexchanged.Itcanbeseenfromthedefinitionthatmarkethasthreemainfactors:

thepeoplewhohavesomeneed,theabilityandthedesiretobuytosatisfythedemand.Theformulais:

Market=population+purchaseability+thepurchasedesire（郭国庆,2005:

12-13）

3.1.2Theconceptofmarketing

Withthepurposeofsatisfyhuman’sdemandanddesire,aseriesofthemarketactivityandtheprocesstransformpotentialexchangetorealexchange,that’sthedefinitionofmarketing.（Kotler,Philip,2005:

5）Theactivitiesofmarketingincludetheresearchofmarketing,thepredictionofmarketdemand,andthedevelopmentofnewproduct,price,distribution,delivery,advisement,publicrelations,personalselling,salespromotion,after-salesserviceandsoon.Consequently,saleandpromotionarejustthepartofthemarketingactivity,butnotthemostimportantpart.ZhangRuimin,theCEOofHaier,pointedout:

“Promotionisjustameans,butmarketingistherealstrategy.”Therearetwocentralconceptsofmarketing:

exchangeandtransaction;relationandrelations