MBA英文案例阅读Word格式文档下载.docx

1、 The Sundown Rule was our founder, Sam Waltons twist on that old adage “why put off until tomorrow what you can do today. It is still an important part of our Wal-Mart culture and is one reson our associates are so wellknown for tjeir customer service. The observation of the Sundown Rule means we st

2、rive to answer request by sundown on the day we receive them. It supports Mr.Sams three basic beliefs: respect for the individual, customers live in a busy world. The Sundown Rule is just one way we try to demonstrate to our customers that we care.Exceeding Customer Expectations At Wal-Mart, we rece

3、ive letters daily from customers praising individual associates for giving exceptional service. Sometimes they write to express their appreciation for services as simple as a smile, an associate remembering their name or someone carring out their purchases for them. Other times they write of inciden

4、ts that seem almost heroicfor instance, Sheila who risked her own safety when she jumped in front of a car to prevent a little boy from being struck, Phylis who administered CPR to a customer who had suffered a heart attack in her store, Joyce who threw a plate on the floor to assure a young mother

5、that a set of dishes was truly unbreakable and Annette who gave up the Power Ranger she had on layaway for her own son so that a customers son could have his birthday wish. Years ago, Sam Walton challenged all Wal-Mart associates to practice what he called “aggressive hospitality.” He said “Lets be

6、the most friendlyoffer a smile of welcome and assistance to all who do us a favor by entering our stores. Give better serviceover and beyong what our customers except. Why not? You wonderful, caring associates can do it and do it better than any other retailing company in the world exceed your custo

7、mers expectations. If you do, theyll come back over and over again.The “TenFoot Attitude” One of Wal-Marts secrets to customer service is our “10-foot attitude,” handed down to us by Wal-Mart Founder, Sam Walton. During his many store visits, he encouraged associates to take a pledge with him: “ I w

8、ant you to promise that whenever you come within 10 feet of a customer, you wil look him in the eye, greet him and ask him if you can help him.” This pledge is what we now call our “10-foot attitude,” and it was something Sam had practiced since childhood. He was always ambitious and competitive, an

9、d by the time he reached college at the University of Missouri in Columbia, Sam decided he wanted to be president of the university student body. In his words, “I learned early on that one of the secrets to campus leadership was the simplest thing of all: speak to people coming down the sidewalk bef

10、ore they speak to you I would always look ahead and speak to the person coming toward me. “If I knew them, I would call them by name, but even if I didnt I would still speak to them. Before long, I probably knew more students than anybody in the university, and they recognized me and considered me t

11、heir friend. I ran for every office that came along.” Not only was Sam elected to just about all of those offices, but he also carried that philosophy into the world of retail, where you can see it practiced every day by Wal-Mart associates throughout the world. （Sam was president of the senior mens

12、 honor society, QEBH, an officer in his fraternity, president of the senior class and captain and president of Scabbard and Blade, the elite military organization of ROTC.）Every Day Low Prices After serving in the Amry in World War Two, Sam Walton knew he wanted to get into the business of retail. H

13、e started out by running a store in the Ben Franklin franchise where he learned about buying, pricing and passing good deals on to customers. He credits a manufacturers agent from New York, Harry Weiner, with his first real lesson about pricing: “Harry was selling ladiespanties for $2 a dozen. Wed b

14、een buying similar panties from Ben Franklin for $2.50 a dozen and selling them at three pair for $1. Well, at Harrys price of $2, we could put them out at four for $1 and make a great promotion for our store. “Heres the simple lesson we learned say I bought an item for 80 cents. I found that by pri

15、cing it at $1.00, I could sell three times more of it than by pricing it at $1.20, I might make only half the profit per item, but because I was selling three times as many, the overall profit was much greater. Simple enough. But this is really the essence of discounting: by cutting your price, you

16、can boost your sales to a point where you earn far more at the cheaper retail than you would have by selling the item at the higher price. In retailer language, you can lower your makeup but earn more because of the increased volume. Sams adherence to this pricing philosophy was unshakable, as one o

17、f Wal-Marts first store managers recalls: “Sam wouldnt let us hedge on a price at all. Say the list price was $1.98, but we had paid only 50 cents. Initially, I would say, well, its originally $1.98, so why dont we paid 50 cents for it. Mark it up 30 pecent, and thats it. No matter what you pay for

18、it, if we get a great deal, pass it on to the cuatomer. And of course thats what we did.” And thats what we continue to dowork diligently to find great deals to pass on to our cuatomers. Thanks to the legacy of Sam Walton, Wal-Mart is a store you can count on every day to bring you value for your do

19、llar. And thats why at Wal-Mart, you never have to wait for a sale to get your moneys worth!The Wal-Mart CheerGive me a W!Give me an A!Give me an L!Give me a squiggly!Give me an M!Give me an R!Give me a T!Whats that spell?Wal-Mart!Whos number one?The Customer!Dont be alarmed if you hear these enthus

20、iastic shouts from our associates as youre shopping at your favorite Wal-Mart store. All the noise is our Wal-Mart cheer. Some people may think its corny, but were proud of it. Its the way we show pride in our companyin fact, we hope youll join right in. over the years, our company has grown to incl

21、ude stores, associates and cuatomers in many parts of the world, so now our cheer can be heard in many different guages.The Road to Hell John baker, a chief engineer of the Caribbean Bauxite Company Limited of Barracania in the West Indies, was making his final preparation to leave the island. His p

22、romotion to product manager of Keso Mining Corporation near Winnipegone of Constinental Ores fast expanding Canadian enterprisehad been announced a month before, and now everything had been tidied up except the last interview with his successor, the able young Barracabian Mathew Rennalls. It was vit

23、al that this interview be a success and that Rennalls leave Bakers office uplifted and encouraged to face the challenge of his new job. A touch on the bell would have brought Rennalls walking into the room, but Baker delayed the moment and gazed thoughtfully through the window, considering just exac

24、tly what he was going to say and, more particularly, how he was going to say it. Baker, an English expatriate, was 45 years old and had served his 23 years with Constinental Ore in many different places: the Far East; several countries of Africa; Europe; and, for the last two year, the West Indies.

25、He had not cared much for his previous assignment in Hamburg and was delighted when the West Indies appointment came through. Climate was not the only attraction. Baker has always preferred working overseas in what were called developing countries because he felt he had an innate knackmore than most

26、 other expatriates working for Constinental Oreof knowing just how to getting on with regional staff.24 hours in Barracania, however, soon made him realize that he would need all of his innate knack if he were to deal effectively with the problems in this field that now awaited him. At his first int

27、erview with Glenda Hutchins, the productive manager, the whole problem of Rennalls and his future was discussed. There and then it was made quite clear to Baler that one of his most important tasks would be the gromming of Rennalls as his successor. Hutchins had pointed out that not only was Rennall

28、s one of the brightest Barracania prospects on the staff of Caribbean Bauxiteat London University he had taken first-class honors in the B.Sc engineering degreebut, being the son of the minister of finance and economical planning, he also had no small political pull. Caribbean Bauxite had been parti

29、cularly pleased when Rennalls decided to work for it rather than for the government in which his father had such a prominent post. The company ascribed his action to the effects of its vigorous and liberal rationalization program that, since World War Two, had produced 18 Barracania at the middle management level and given Caribbean Bauxite a good lead in this respects over all other international concerns operating in Barracania. The success of this timely rationalization policy had led to excellent rela