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摘要:本文是一篇Strategic Management的mba essay,从沃尔玛的合伙人,顾客,理念等各个方面分析了沃尔玛成功的原因,主要介绍......

本文是一篇mba战略管理的essay,山姆沃尔顿,是一个有创造性视野的控制者,他让一个企业在今天的社会里成为了最大的折扣和零售公司。因为他的聪明机智和完美的策略,山姆沃尔顿和公司工作的人一起花了三十多年的努力。即使在他死后,该公司仍在向前推进。沃尔玛的领头人都信仰山姆的辛勤工作,这使得大家都有信心来实现他们的目标,并在这一新时代保持着技术和企业经营的方式。沃尔玛正在经历很多的事情,比如说公司是如何经营的,胜过了其他的公司。但它仍然没有停止运营,并使其成为最大的折扣零售商。该公司有一个大的上升空间,因为沃尔玛在当今整体的社会下有一个利润上升和共同道德的权利。


沃尔玛盈利的原因


分层的方法还是投机布局实践?1962年,沃尔顿山姆在阿肯色州开办了第一个公司沃尔玛,你无法想象这家公司将是多么的成功和增长的多么快速。通过使用折扣和零售的方式,沃尔玛成为了零售业的领导者。


Sam Walton, the controller had a creative eyesight, made a business that became the greatest discount and retailing company in today's society. With his cleverness and his smart tactics, Sam Walton and the people he worked for made the company push for more than thirty years. Even after him dying, the company is still pushing forward successfully. The head people at Wal-Mart had to have confidence on the many of the widely purposes and beliefs of Sam's hard work, and staying above the changing of this new era of technology and the way businesses run their companies today. Wal-Mart is going through a lot things like, debates of how the company is ran and making other companies go out of business. But it this still hasn't stopped the company from running its operations and making it the biggest discounts retailer operation. There is a big upside to the company, because Wal-Mart has a level headiness of the profits going up and the common and moral rights in today's society as a whole


The reason why Wal-Mart is profitable


The stratifying approach or congenial layout practice? The year 1962 became the year Sam Walton started the first company Wal-Mart in the city Rogers, Arkansas, you could never imagine how much successful and growth this company would have. By using discount and retailing has made Wal-Mart the world's leader in the retailer business in sales. The company Wal-Mart became the "Retailer of the Decade' by Discount Store News in 1989", and has made the list of the Fortune's list of the top 10 most successful corporations. The death of Mr. Walton might have stop business successes but the company has extended it growth tremendously.


沃尔玛的原则——The Wal-Mart Pincipals


The way Wal-Mart is prosperous by using ways to create a strategic management agreement, and they way it uses a cutting-edge exercise of the strategic decisions.


Being able to have to ability to start a business, Sam Walton wanted to do things differently by watching over his employees, customers, and the community. The management guidelines were to have a strong stance in the market by having discount in the retail business. By having a strong stance in the discount and retail business it made Mr. Walton a more love for the community and people. Walton was a man of simple tastes and took a keen interest in people. Sam Walton had three things that made the company work, Customer value and service, Partnership with its associates, community involvement (The story of Wal-Mart 1995.)


顾客——The Customer


The word 'always' can be seen in virtually all of Wal-Mart's literature. One of Walton's deepest beliefs was that the customer is always right, and his stores are still driven by this philosophy. When questioned about Wal-Mart's secrets of success, Walton has been quoted as saying, 'It has to do with our desire to exceed our customers' expectations every hour of every day' (Wal-Mart Annual Report, 1994, p. 5).


合伙人——The Associates


Walton's greatest accomplishment was his ability to empower, enrich, and train his employees (Longo, 1994). He believed in listening to employees and challenging them to come up with ideas and suggestions to make the company better. At each of the Wal-Mart stores, signs are displayed which read, 'Our People Make the Difference.' Associates regularly make suggestions for cutting costs through their 'Yes We Can Sam' program. The sum of the savings generated by the associates actually paid for the construction of a new store in Texas (The story of Wal-Mart, 1995). One of Wal-Mart's goals was to provide its employees with the appropriate tools to do their jobs efficiently. The technology was not used as a means of replacing existing employees, but to provide them with a means to succeed in the retail market (Thompson & Strickland, 1995).


The Community -- Wal-Mart's popularity can be linked to its hometown identity. Walton believed that every customer should be greeted upon entering a store, and that each store should be a reflection of the values of its customers and its community. Wal-Mart is involved in many community outreach programs and has launched several national efforts through industrial development grants.


What are the Key Features of Wal-Mart's Approach to Implementing the Strategy Put Together by Sam Walton -- The key features of Wal-Mart's approach to implementing the strategy put together by Sam Walton emphasizes building solid working relationships with both suppliers and employees, being aware and taking notice of the most intricate details in store layouts and merchandising techniques, capitalizing on every cost saving opportunity, and creating a high performance spirit. This strategic formula is used to provide customers access to quality goods, to make these goods available when and where customers want them, to develop a cost structure that enables competitive pricing, and to build and maintain a reputation for absolute trustworthiness (Stalk, Evan, & Shulman, 1992).


Wal-Mart stores operate according to their 'Everyday Low Price' philosophy. Wal-Mart has emerged as the industry leader because it has been better at containing its costs which has allowed it to pass on the savings to its customers. Wal-Mart has become a capabilities competitor. It continues to improve upon its key business processes, managing them centrally and investing in them heavily for the long term payback.


Wal-Mart has been regarded as an industry leader in 'testing, adapting, and applying a wide range of cutting-edge merchandising approaches' (Thompson & Strickland, 1995, p. 860). Walton proved to be a visionary leader and was known for his ability to quickly learn from his competitors' successes and failures. In fact, the founder of Kmart once claimed that Walton 'not only copied our concepts, he strengthened them. Sam just took the ball and ran with it' (Thompson & Strickland, 1995, p. 859).


Wal-Mart has invested heavily in its unique cross-docking inventory system. Cross docking has enabled Wal-Mart to achieve economies of scale which reduces its costs of sales. With this system, goods are continuously delivered to stores within 48 hours and often without having to inventory them. Lower prices also eliminate the expense of frequent sales promotions and sales are more predictable. Cross docking gives the individual managers more control at the store level.


A company owned transportation system also assists Wal-Mart in shipping goods from warehouse to store in less than 48 hours. This allows Wal-Mart to replenish the shelves 4 times faster than its competition. Wal-Mart owns the largest and most sophisticated computer system in the private sector. It uses a MPP (massively parallel processor) computer system to track stock and movement which keeps it abreast of fast changes in the market (Daugherty, 1993). Information related to sales and inventory is disseminated via its advanced satellite communications system.


Wal-Mart has leveraged its volume buying power with its suppliers. It negotiates the best prices from its vendors and expects commitments of quality merchandise (Thompson & Strickland, 1995). The purchasing agents of Wal-Mart are very focused people. 'Their highest priority is making sure everybody at all times in all cases knows who's in charge, and it's Wal-Mart' (Vance & Scott, 1995, p. 32). 'Even though Wal-Mart was tough in negotiating for absolute rock-bottom prices, the company worked closely with suppliers to develop mutual respect and to forge long-term partnerships that benefited both parties' (Thompson & Strickland, 1995, p. 866). Wal-Mart built an automated reordering system linking computers between Procter & Gamble ('P&G') and its stores and distribution centers. The computer system sends a signal from a store to P&G identifying an item low in stock. It then sends a resupply order, via satellite, to the nearest P&G factory, which then ships the item to a Wal-Mart distribution center or directly to the store. This interaction between Wal-Mart and P&G is a win-win proposition because with better coordination, P&G can lower its costs and pass some of the savings on to Wal-Mart.


Sam Walton received national attention through his 'Buy America' policy. Through this plan, Wal-Mart encourages its buyers and merchandise managers to stock stores with American-made products. In a 1993 annual report management stated the 'program demonstrates a long-standing Wal-Mart commitment to our customers that we will buy American-made products whenever we can if those products deliver the same quality and affordability as their foreign-made counterparts' (Thompson & Strickland, 1995, p. 868).  

本文标签: 策略管理沃尔玛Sam WaltonPincipals

[英国essay代写]Strategic Management At Wal Mart Management Essayhttps://www.0592w.com/ESSAY/16273.html

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