浅析沃尔玛在中国本土化及对中国企业的启示.docx

1、浅析沃尔玛在中国本土化及对中国企业的启示IntroductionWal-Mart Stores, Inc. was founded by American retail legend Mr. Sam Walton in Arkansas in 1962. Over forty years later, it has become the worlds largest private employer and retailer, one of the Fortune 500 and has been among the most valuable brands for many years. T

2、he company employs over 1.8 million associates worldwide and operates more than 6,600 units in 16 countries. Wal-Mart serves more than 176 million customers worldwide per week.Wal-Mart is the largest grocery retailer in the United States, with an estimated 20% of the retail grocery and consumable bu

3、siness. Besides, it is also the largest toy seller in the United States, with an estimated 22 % of the retail toy business, having surpassed Toys R Us in the late-1990s.Internationally, Wal-Mart operates in Mexico as Walmex, in the United Kingdom as ASDA and in Japan as The Seiyu Co., Ltd. In 2006,

4、Wal-Marts international operations accounted for approximately 20.1% of total sales. Wholly-owned operations are located in Argentina, Brazil, Canada, South Korea, Puerto Rico, and the United Kingdom. Wal-Marts investments outside North America have produced mixed results. Recently Wal-Mart moved to

5、 sell its retail operations in South Korea and Germany. Today, with over 2.1 million associates worldwide, Wal-Mart operates more than 8,400 units in 15 countries under 55 different banners, and serves more than 200 million customers per week. Wal-Mart had $405 billion in annual sales in fiscal year

6、 2010 (FYE10, Feb. 1, 2009 to Jan. 31, 2010). The charitable giving numbers including cash and in-kind gifts was more than $512 million in FYE 10; a 20% increase over the previous years giving. In 2010, Wal-Mart regained the seat at the top of the Fortune 500, and ranked first among retailers in For

7、tune Magazines 2010 Most Admired Companies survey.China has become Wal-Marts second largest market in the world following America and China is gradually becoming its most important overseas market. Continuing to maintain its leadership in Chinas retail market will be Wal-Marts main objective. The an

8、alysis and study of Wal-Marts marketing strategies will provide a strong reference to people engaging in retail industry and have a profound influence on the prosperity and development of our retail industry.Before this paper, many scholars have researched Wal-Marts localization process in China. It

9、 is well known that Wal-Mart does not achieve its goal in China, and logistics system and information system are usually considered as the main reasons why Wal-Mart fails watchdogs confidence. In this paper, the author will conduct an analysis of Wal-Marts specific marketing strategy and research it

10、s 4P. In this paper, the author will analyze the reasons from two aspects: Firstly, Different objective conditions between China and US, mainly on logistic system and information system. Secondly, the mistakes that Wal-Mart made in marketing strategy, mainly on 4P-product, promotion, price and place

11、. 1BackgroundChinese economy has grown rapidly since reform and opening up. Thanks to that, from 1994-2007, Chinas retail volume increased by 16.3% every year on average. According to the rule of WTO, in 2004, China concealed foreign retail investors regional restriction, shareholding regulation and

12、 quantity limitation. In 2005, the number of foreign retailers which were authorized to invest in China soared by 65%. Till now, more than 40 of the worlds 50 largest retailers have invested in China. Wal-Mart entered the Chinese market in 1996. The first Supercenter and Sams Club were opened in She

13、nzhen, Guangdong Province. Till June 2006, there were 60 units in 30 cities, including Beijing, Changchun, Changsha, Chongqing, Dalian, Dongguan, Fuzhou, Guiyang, Harbin, Jinan, Jinjiang, Kunming, Nanchang, Nanjing, Nanning, Qingdao, Shantou, Shanghai, Shenyang, Shenzhen, Taiyuan, Tianjin, Weifang,

14、Wuhan, Wuhu, Xiamen, Yueyang, Yuxi, Yantai and Jinhua.But Wal-Mart, the worlds largest retailer, fails the people who are confident in its future in China. When Wal-Mart first entered Chinas interior area, it had hoped to achieve $100 billion in sales. However, not only is Wal-Marts $100 billion fig

15、ure a distant goal, in Chinas retailing market, Wal-Marts market share has retreated. According to data of Trade Department in 2003, Wal-Mart ranked 17th in Chinese retail industry. In 2004, Wal-Mart has slid to 20th. In 2005, Wal-Mart ranked 30th. In 2006, Wal-Mart opened 78 new stores, less than i

16、ts main opponent Carrefours 84 new stores. Both in 2007 and 2008, its newly- opened stores less than it planned. 2Analysis of Wal-Marts frustrationThere are several reasons that caused Wal-Marts frustration in China like localization, strategy, furious competition and the communication with governme

17、nt.2.1 Objective conditions2.1.1 Logistics systemFlexible and efficient logistics system is an important reason why Wal-Mart is so successful all over the world. Wal-Mart has set up a large number of stores around a distribution center. When the number reaches to a certain scale, the distribution wi

18、ll exert functions to guarantee its price advantage in the markets. With the help of efficient logistics system, Wal-Mart minimizes its products stock and transportation time. In addition, the operating costs are lowered. It is only takes two days distribute after receive stores orders. But this pat

19、tern not performs in China. The high efficient highway network is a key factor to this system. But Chinas highway is not well developed. Till 2035, Chinas highway length will reach eight hundred and ninety thousand kilometers which is the same level as the United States in 1950. And in China, the hi

20、ghway companies ask for some irrational fees that increase the transporting costs. Besides, America does not have to pay highway tolls While China impose highway toll. That increase the transportation cost.In the United States, 85% of Wal-Marts commodities are transported by its distribution center

21、in order to reduce the costs. Till 2007, Wal-Mart opened more than four thousand stores in the United States. Every distribution center supports one hundred and twenty stores on average. Its distribution costs are less than 3% of sales volume, while its opponents are 4.5% to 5%. In Chinese market, W

22、al-Mart only has 2 distribution centers in Shenzhen and Tianjin. So in China, it is very difficult to build a logistics system as in US. 2.1.2 Information systems The advanced and efficient information system owned by Wal-Mart is very famous in retail industry. With the help of commercial satellites

23、, it is convenient for Wal-Mart to realize global networking of information system. Wal-Mart has more than 4,000 stores all over the world, and in an hour these stores can take stock every commoditys inventory and sales. Because of the close connection between internal and external information syste

24、m, Wal-Mart can exchange sales, transportation and order information with suppliers daily, which makes the store sales and ordering can keep pace with production. In addition, since 1980, Wal-Mart began to force suppliers to dock with its information system; this is a reason why Wal-Mart system can

25、play an important role in the United States. But at the present stage, Chinas business environment weakened Wal-Marts information advantage, most domestic suppliers informatization level is low, and only simple data can be exchanged. At the same time, because of the policy restriction, the satellite

26、 communication systems cannot be put into use in China. So its global procurement system and global logistics system cannot work effectively; the backstage logistics system cannot closely cooperate as in foreign countries; cross-regional chain of distribution is difficult to achieve. That will great

27、ly influence the execution of Wal-Marts low price policy in China. In the United States, Wal-Marts policy for suppliers is not only demand that suppliers product have a good rank in the same products, and claims no EDI (data exchange interface), dont come to me. In China, Wal-Mart faces another situ

28、ation. It is difficult to realize its policy of purchasing directly from factory to reduce costs.2.2 Strategies2.2.1 Localization Wal-Mart ever fancied that in China it could copy its consistent management mode and culture philosophy that is used in every branch around the world, but it did not succ

29、eed. The problem here is that the system can be reestablished, but culture cannot be simply duplicated. Enterprise culture is the constantly accumulation of a companys philosophy, value and moral standard during development process, it permeates every employee ideas. So enterprise culture is the cru

30、x of Wal-Mart present management problems. Now the situation has shown that in the localization process Wal-Mart is acclimatized. We can say that if the logistics problem is Wal-Marts flaw, then in China, corporate culture is the Wal-Mart of internal injury.2.2.2 Product Wal-Mart has a variety of pr

31、oducts，including a lot of relatively unique imported goods. That should be its advantage. But some foreign brand products in China cannot get consumers recognition, and the price is high, so its market sale is not satisfying. Secondly, the locating places of goods have problems. In store arrangement

32、, Wal-Mart highlights leisure, but this is not applicable in China, the Chinese like to pick goods from a pile of commodities. Such as in Carrefour, goods arrangement is compact and sales atmosphere is warm. The open space of Wal-Mart cannot form a visual impact feeling on consumers. The classification of goods shelves and goods marks is not distinct, that is usually confusing consumers.On Wal-Marts own brand in China, it has 1800 brands of products in sales (these brand names have no contact with the word Wal-Mart). Self-owned brands have a relatively low price and a bigger profit marg