本科毕业设计商务策略研究论沃尔玛的营销策略.docx
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本科毕业设计商务策略研究论沃尔玛的营销策略
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;relationandrelationsh