Wumart Stores:China’s Response to Wal-Mart<br />Sofia Kjellström<br />Lu Lei<br />Anna Mononen<br />Lukas Rose<br />Romain...
To Wal-Mart by B2Consulting Ltd. <br />
Wumart’scompetitive advantage<br />Resources:<br />- IT expertise<br />- Corporate Culture<br />- Brand equity <br />- 3 t...
Wumart’s competitive advantage<br />Capabilities:<br />- regional knowledge<br />- close ties with the government<br />	- ...
Wumart’s competitive advantage<br /><ul><li>Superior to local competitors,
Wumart still  does not possess the financial assets and management expertise resources of  Wal-Mart</li></li></ul><li>Sust...
Advantages Sustainabilty<br />Relationships with both governments and suppliers<br />local knowledge<br />Brand equity (lo...
To Wumart by B2Consulting Ltd. <br />
Use the current strengths<br />Advantages:<br />Sustainable Wumart advantages are local<br />Can not be transferred to oth...
Use the current strengths<br />SUGGESTIONS:<br />Open new  type of stores in China : specialized stores, fast food…<br />T...
Looking into the future:<br />Maintain and increase lobbying<br />Franchising existing stores and open new stores once loc...
Challenges<br />Time frame: Act really fast before competitors reach new cities<br />Some of Wu-Mart current advantages co...
Q & A<br />
Bibliography<br />http://www.slideshare.net/tslohsucram/sse-wumart-group11<br />http://www.slideshare.net/mynge/sse-wumart...
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Sse wumart group2b_2011

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Sse wumart group2b_2011

  1. 1. Wumart Stores:China’s Response to Wal-Mart<br />Sofia Kjellström<br />Lu Lei<br />Anna Mononen<br />Lukas Rose<br />RomainAubert<br />
  2. 2. To Wal-Mart by B2Consulting Ltd. <br />
  3. 3. Wumart’scompetitive advantage<br />Resources:<br />- IT expertise<br />- Corporate Culture<br />- Brand equity <br />- 3 types of stores<br />- Everyday low-price strategy<br />
  4. 4. Wumart’s competitive advantage<br />Capabilities:<br />- regional knowledge<br />- close ties with the government<br /> - CSR <br /> - Local suppliers relations<br />
  5. 5. Wumart’s competitive advantage<br /><ul><li>Superior to local competitors,
  6. 6. Wumart still does not possess the financial assets and management expertise resources of Wal-Mart</li></li></ul><li>Sustainability<br />
  7. 7. Advantages Sustainabilty<br />Relationships with both governments and suppliers<br />local knowledge<br />Brand equity (locally) <br />
  8. 8. To Wumart by B2Consulting Ltd. <br />
  9. 9. Use the current strengths<br />Advantages:<br />Sustainable Wumart advantages are local<br />Can not be transferred to other countries<br />Advantages are transferrable to other retail industries <br />
  10. 10. Use the current strengths<br />SUGGESTIONS:<br />Open new type of stores in China : specialized stores, fast food…<br />Target fast-growing cities, Tianjin, Shenzhen<br />Communicate on their local heritage: both in existing and new markets<br />Implement corporate culture in franchises<br />Strengthen relationships with suppliers and government.<br />
  11. 11. Looking into the future:<br />Maintain and increase lobbying<br />Franchising existing stores and open new stores once local knowledge has been gathered<br />Brand extension: fast-food stores would leverage on brand equity (Keller, Strategic brand management, 2008)<br />
  12. 12. Challenges<br />Time frame: Act really fast before competitors reach new cities<br />Some of Wu-Mart current advantages could be easily copied: IT Systems, Everyday Low Prices, CSR.<br />WARNING:<br /> Their strategy has proved to be working in emerging markets, but it could be imitated.<br />
  13. 13. Q & A<br />
  14. 14. Bibliography<br />http://www.slideshare.net/tslohsucram/sse-wumart-group11<br />http://www.slideshare.net/mynge/sse-wumart-group2<br />Collis & Montgomery, “Competing on Resources” <br />http://biz.at0086.com/at_News/288/220695165416665.html<br />Keller: Strategic Brand Management, 2008<br />
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