walmart ppx2
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Business Policy
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Wal-Mart serves customers and members more than 200 million times per week at more than 8,838 retail units under 55 different banners in 15 countries. With fiscal year 2010 sales of $405 billion, Wal-Mart employs 2.1 million associates worldwide.
A leader in sustainability, corporate humanity and employment opportunity, Wal-Mart ranked first among retailers in Fortune Magazine’s 2010 Most Admired Companies survey.
When Sam Walton opened his First Wal-Mart Store in Rogers, Ark., in 1962, no one imagined he was introducing a retailing formula that within a generation would impact the lives of millions of people.
Sam firmly believed in “having a heck of a good time” while working hard. As an example of his fun-loving leadership style, Sam Walton wore a grass skirt and did the hula on the street after losing a bet.
A few weeks before Sam passed away, President George H. W. Bush presented him the Medal of Freedom on March 17, 1992, for his success in life as in business.
Wal-Mart Vision: Do it, try it, and fix it!
Wal-Mart Mission: Give ordinary folks the chance to
buy the same things as rich people.
Core competency: Information technology
Wal-Mart Logistics has approximately 88,000 associates, 7,200 tractors, and 53,000 trailers.
Argentina
Brazil
Canada
Central America
Japan
Mexico
Puerto Rico
United Kingdom
Scott joined Wal-Mart in 1979 as an assistant director in the Logistics division, rising through the ranks to executive vice president of Logistics in 1993 and executive vice president of Merchandising in 1995. He became president and chief executive officer of the Wal-Mart U.S. division in 1998, chief operating officer and vice chairman for the corporation in 1999, and president and CEO in 2000.
About CEO
Cost-Efficient operations and everyday low prices
Multiple store formats
Wide product selection
Mix of both name-brand and private-label merchandise
A customer friendly store environment
Customer Satisfaction
Wal-Mart’s efforts to execute the company’s low prices strategy focusing on:
The lowest possible prices from the suppliers
Close working relationships with key suppliers
Keeping its internal operations lean and efficient
Paying attention to the tiniest details in store layouts and merchandising
Making efficient use of state of the art technology
Nurturing a culture
Pleasing customers, hard work & constant improvement
Passing cost saving to customers
Treat employees as partners
Build for the future
Recognize that failing is part of the learning process as the road to success
Involves associates at all levels in the total decision making process.
Respect for the individuals
Service to their customers
Strive for excellence
Recasting the company’s mission as one of “Saving People Money So They Can Live Better.” “Saving Money”
Increasing “green” merchandise offerings and promoting their use to customers.
Launching a multifaceted “Zero Waste” campaign.
Instituting ways to make Wal-Mart stores both more energy efficient and supplied by 100 percent renewable energy.
Making Wal-Mart an even better place to work.
Making a positive contribution to the quality of life in every community in which the company conducted business.
Driving growth in the company’s international operations via both acquisitions of foreign retailers.
After seeing employees at a South Korean tennis ball factory reciting a morning cheer, Walton introduces the "Wal-Mart cheer" to his own company. The cheer, recited by employees around the world, becomes an integral part of Wal-Mart's culture.
The Wal-Mart cheer is:
Give me a W!Give me an A!Give me an L!
Give me a squiggly! Give me an M!Give me an A!Give me an R!Give me a T!
What does that spell?Wal-Mart!
What does that spell?Wal-Mart!
Who's number one?The customer! Always!
Continuing to be the first-mover company by using the transformation process.
Finding the new and better ways to satisfy customer needs for attracting new customers and maintaining current customers.
Continuing to use low-cost provider strategy to be leader in low cost operations.
Building and keeping close relationship with suppliers
Trying to increase distribution centers and expand into new geographic markets, especially in convenient location.
Improving the store’s environment, atmosphere, images, as well as shopping convenience to be easier to find and choose items.
Trying to achieve a sustainable competitive advantage.
Motivating employees to serve customers for creating impression.
Planning the efficient ways for growth and profitability to deal with the economic slowdown.
Providing customers with different kinds of products as one-stop shopping and focusing on low prices with high quality of products.
Wal-Mart is employing low-cost provider strategy.Transformation initiatives are essential to the company’s continued growth and success.Traditional business model :
Driving costs out of its supply chainImplementing ways to operate more cost-efficientlyOffering customers worldwide a broad range of merchandise at low pricesOpening stores in more and more places
1. “Wal-Mart Stores, Inc. (Public, NYSE:WMT) Yahoo Finance retrieved from http://finance.yahoo.com/q/ks?s=WMT
2. “Wal-Mart Store Inc. in 2008: Management’s Initiatives to Transform the company and curtail Wal-Mart Bashing.”
3. “The Wal-Mart Timeline”. Retrieved from walmartfacts.com
4. Retrieved from http://www.pbs.org/wgbh/pages/frontline/shows/walmart/transform/cron.html
5. http://walmartstores.com/
Corporate Office
Wal-Mart702 SW 8th StreetBentonville, Arkansas 72716-8611479-273-4000 , 479-273-4000
