Finalwalmartpresentationpowerpoint

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  • 1. 1
  • 2. AT OUR FIRST MEETING, OUR TEAM WAS OVERWHELMED WITH WHERE TO START. 1
  • 3. AT OUR FIRST MEETING, OUR TEAM WAS OVERWHELMED WITH WHERE TO START. WE CAME ACROSS TREMENDIOUS INFORMATION THAT WAS ALL HELPFUL BUT QUESTIONABLE IN TERMS OF ACCURACY. 1
  • 4. AT OUR FIRST MEETING, OUR TEAM WAS OVERWHELMED WITH WHERE TO START. WE CAME ACROSS TREMENDIOUS INFORMATION THAT WAS ALL HELPFUL BUT QUESTIONABLE IN TERMS OF ACCURACY. TO AVOID THE IMPACT OF BIASED MATERIAL ON OUR OWN THOUGHTS, WE KNEW IT WAS OUR JOB TO DISCOVER OUR VIEWS ON WALMART FIRST-HAND. 1
  • 5. 2
  • 6. 2
  • 7. 2
  • 8. 2
  • 9. 2
  • 10. 2
  • 11. 2
  • 12. 2
  • 13. 2
  • 14. 2
  • 15. 2
  • 16. 2
  • 17. 3
  • 18. 3
  • 19. MAD  RIVER THE TEAM: angela barros-semler, michael b. ecker, carrie wernick 3
  • 20. MAD  RIVER THE TEAM: angela barros-semler, michael b. ecker, carrie wernick 3
  • 21. 3
  • 22. 4
  • 23. STRUCTURE OF THE REPORT 4
  • 24. STRUCTURE OF THE REPORT •distinguishing factor 4
  • 25. STRUCTURE OF THE REPORT • • distinguishing factor corporate culture 4
  • 26. STRUCTURE OF THE REPORT • • distinguishing factor corporate culture •stakeholders 4
  • 27. STRUCTURE OF THE REPORT • • distinguishing factor corporate culture •stakeholders swot analysiS 4
  • 28. STRUCTURE OF THE REPORT • • distinguishing factor corporate culture •stakeholders swot analysiS competitive strategies 4
  • 29. WAL-MART’S MISSION WE SAVE PEOPLE MONEY SO THEY CAN LIVE BETTER. 5
  • 30. 6
  • 31. CORPORATE CULTURE 6
  • 32. CORPORATE CULTURE GRASS ROOTS PROCESS 6
  • 33. CORPORATE CULTURE GRASS ROOTS PROCESS ASSOciate opinion survey 6
  • 34. CORPORATE CULTURE GRASS ROOTS PROCESS ASSOciate opinion survey striving for excellence 6
  • 35. CORPORATE CULTURE GRASS ROOTS PROCESS ASSOciate opinion survey striving for excellence 10-foot rule 6
  • 36. CORPORATE CULTURE GRASS ROOTS PROCESS ASSOciate opinion survey striving for excellence 10-foot rule open door 6
  • 37. CORPORATE CULTURE GRASS ROOTS PROCESS ASSOciate opinion survey striving for excellence 10-foot rule open door SERVANT LEADERSHIP 6
  • 38. CORPORATE CULTURE GRASS ROOTS PROCESS ASSOciate opinion survey striving for excellence 10-foot rule open door SERVANT LEADERSHIP TEAMWORK 6
  • 39. CORPORATE CULTURE GRASS ROOTS PROCESS ASSOciate opinion survey striving for excellence 10-foot rule open door SERVANT LEADERSHIP TEAMWORK WAL-MART CHEER 6
  • 40. CORPORATE CULTURE GRASS ROOTS PROCESS ASSOciate opinion survey striving for excellence 10-foot rule open door SERVANT LEADERSHIP TEAMWORK WAL-MART CHEER 6
  • 41. STAKEHOLDERS 7
  • 42. STAKEHOLDERS The STOCKHOLDERS 7
  • 43. STAKEHOLDERS The STOCKHOLDERS THE WAL-MART EXECUTIVES 7
  • 44. STAKEHOLDERS The STOCKHOLDERS THE WAL-MART EXECUTIVES THE EMPLOYEES 7
  • 45. STAKEHOLDERS The STOCKHOLDERS THE WAL-MART EXECUTIVES THE EMPLOYEES THE WAL-MART COMMUNITY 7
  • 46. STAKEHOLDERS The STOCKHOLDERS THE WAL-MART EXECUTIVES THE EMPLOYEES THE WAL-MART COMMUNITY consumers 7
  • 47. STAKEHOLDERS The STOCKHOLDERS THE WAL-MART EXECUTIVES THE EMPLOYEES THE WAL-MART COMMUNITY consumers non-profit organizations 7
  • 48. STAKEHOLDERS The STOCKHOLDERS THE WAL-MART EXECUTIVES THE EMPLOYEES THE WAL-MART COMMUNITY consumers non-profit organizations other retailers 7
  • 49. STAKEHOLDERS The STOCKHOLDERS THE WAL-MART EXECUTIVES THE EMPLOYEES THE WAL-MART COMMUNITY consumers non-profit organizations other retailers on-line retailers 7
  • 50. STAKEHOLDERS The STOCKHOLDERS THE WAL-MART EXECUTIVES THE EMPLOYEES THE WAL-MART COMMUNITY consumers non-profit organizations other retailers on-line retailers gasoline retailers 7
  • 51. STAKEHOLDERS The STOCKHOLDERS THE WAL-MART EXECUTIVES THE EMPLOYEES THE WAL-MART COMMUNITY consumers non-profit organizations other retailers on-line retailers gasoline retailers non-market stakeholders 7
  • 52. 8
  • 53. SWOT ANALYSIS 8
  • 54. SWOT ANALYSIS EXTERNAL FACTORS 8
  • 55. EXTERNAL FACTORS 8
  • 56. EXTERNAL FACTORS 8
  • 57. EXTERNAL FACTORS THREATS 8
  • 58. EXTERNAL FACTORS OPPORTUNITIES THREATS 8
  • 59. EXTERNAL FACTORS OPPORTUNITIES THREATS rising u.s. healthcare spending 8
  • 60. EXTERNAL FACTORS OPPORTUNITIES THREATS rising u.s. healthcare spending outsourcing 8
  • 61. EXTERNAL FACTORS OPPORTUNITIES THREATS rising u.s. healthcare spending outsourcing foreign expansion 8
  • 62. EXTERNAL FACTORS OPPORTUNITIES THREATS rising u.s. healthcare spending outsourcing foreign expansion new stores 8
  • 63. EXTERNAL FACTORS OPPORTUNITIES THREATS rising u.s. healthcare spending outsourcing foreign expansion new stores increase private label products 8
  • 64. EXTERNAL FACTORS OPPORTUNITIES THREATS rising u.s. healthcare spending outsourcing foreign expansion new stores increase private label products new technology 8
  • 65. EXTERNAL FACTORS OPPORTUNITIES THREATS rising u.s. healthcare spending competition outsourcing foreign expansion new stores increase private label products new technology 8
  • 66. EXTERNAL FACTORS OPPORTUNITIES THREATS rising u.s. healthcare spending competition outsourcing opposition from foreign expansion communities new stores increase private label products new technology 8
  • 67. EXTERNAL FACTORS OPPORTUNITIES THREATS rising u.s. healthcare spending competition outsourcing opposition from foreign expansion communities new stores government regulations increase private label products new technology 8
  • 68. EXTERNAL FACTORS OPPORTUNITIES THREATS rising u.s. healthcare spending competition outsourcing opposition from foreign expansion communities new stores government regulations increase private label market saturation products new technology 8
  • 69. 9
  • 70. SWOT ANALYSIS 9
  • 71. SWOT ANALYSIS INTERNAL FACTORS 9
  • 72. INTERNAL FACTORS 9
  • 73. INTERNAL FACTORS 9
  • 74. INTERNAL FACTORS STRENGTHS 9
  • 75. INTERNAL FACTORS STRENGTHS WEAKNESSES 9
  • 76. INTERNAL FACTORS STRENGTHS WEAKNESSES International Advantage 9
  • 77. INTERNAL FACTORS STRENGTHS WEAKNESSES International Advantage Low prices 9
  • 78. INTERNAL FACTORS STRENGTHS WEAKNESSES International Advantage Low prices marketing capabilities 9
  • 79. INTERNAL FACTORS STRENGTHS WEAKNESSES International Advantage Low prices marketing capabilities leverage with suppliers 9
  • 80. INTERNAL FACTORS STRENGTHS WEAKNESSES International Advantage Low prices marketing capabilities leverage with suppliers brand loyalty 9
  • 81. INTERNAL FACTORS STRENGTHS WEAKNESSES International Advantage Low prices marketing capabilities leverage with suppliers brand loyalty private and licensed brands 9
  • 82. INTERNAL FACTORS STRENGTHS WEAKNESSES International Advantage Exit of german and korean Low prices markets marketing capabilities leverage with suppliers brand loyalty private and licensed brands 9
  • 83. INTERNAL FACTORS STRENGTHS WEAKNESSES International Advantage Exit of german and korean Low prices markets marketing capabilities product recalls leverage with suppliers brand loyalty private and licensed brands 9
  • 84. INTERNAL FACTORS STRENGTHS WEAKNESSES International Advantage Exit of german and korean Low prices markets marketing capabilities product recalls leverage with suppliers bad human rights records brand loyalty private and licensed brands 9
  • 85. INTERNAL FACTORS STRENGTHS WEAKNESSES International Advantage Exit of german and korean Low prices markets marketing capabilities product recalls leverage with suppliers bad human rights records brand loyalty lack of consistency between private and licensed brands stores 9
  • 86. INTERNAL FACTORS STRENGTHS WEAKNESSES International Advantage Exit of german and korean Low prices markets marketing capabilities product recalls leverage with suppliers bad human rights records brand loyalty lack of consistency between private and licensed brands stores big parking lots 9
  • 87. ENVIRONMENTALLY COMPETITIVE STRATEGIES GOALS: 10
  • 88. ENVIRONMENTALLY COMPETITIVE STRATEGIES GOALS: •energy 10
  • 89. ENVIRONMENTALLY COMPETITIVE STRATEGIES GOALS: • • energy waste 10
  • 90. ENVIRONMENTALLY COMPETITIVE STRATEGIES GOALS: • • energy waste products 10
  • 91. COMPETITIVE STRATEGIES: TO BE SUPPLIED 100% BY RENEWABLE ENERGY 11
  • 92. COMPETITIVE STRATEGIES: TO BE SUPPLIED 100% BY RENEWABLE ENERGY MORE ENERGY EFFICIENT REFRIGERATION CASES IN U.S. STORES 11
  • 93. COMPETITIVE STRATEGIES: TO BE SUPPLIED 100% BY RENEWABLE ENERGY MORE ENERGY EFFICIENT REFRIGERATION CASES IN U.S. STORES REDUCE GREEN HOUSE GAS EMISSION 11
  • 94. COMPETITIVE STRATEGIES: TO BE SUPPLIED 100% BY RENEWABLE ENERGY MORE ENERGY EFFICIENT REFRIGERATION CASES IN U.S. STORES REDUCE GREEN HOUSE GAS EMISSION IMPROVE ENERGY EFICIENCY BY BY 20% PER UNIT OF PRODUCTION IN FACTORIES IN CHINA 11
  • 95. COMPETITIVE STRATEGIES:TO CREATE ZERO WASTE 12
  • 96. COMPETITIVE STRATEGIES:TO CREATE ZERO WASTE REDUCE ENVIRONMENTAL IMPACT 12
  • 97. COMPETITIVE STRATEGIES:TO CREATE ZERO WASTE REDUCE ENVIRONMENTAL IMPACT REUSE MATERIALS 12
  • 98. COMPETITIVE STRATEGIES:TO CREATE ZERO WASTE REDUCE ENVIRONMENTAL IMPACT REUSE MATERIALS GLOBAL ENVIRONMENTAL INITIATIVES 12
  • 99. COMPETITIVE STRATEGIES: TO SELL PRODUCTS THAT SUSTAIN PEOPLE AND THE ENVIRONMENT 13
  • 100. COMPETITIVE STRATEGIES: TO SELL PRODUCTS THAT SUSTAIN PEOPLE AND THE ENVIRONMENT •MAKE ALL PRODUCTS CONSUMER SAFE 13
  • 101. COMPETITIVE STRATEGIES: TO SELL PRODUCTS THAT SUSTAIN PEOPLE AND THE ENVIRONMENT • • MAKE ALL PRODUCTS CONSUMER SAFE ENVIRONMENTAL STANDARDS FOR FOREIGN SEAFOD IMPORTS 13
  • 102. COMPETITIVE STRATEGIES: TO SELL PRODUCTS THAT SUSTAIN PEOPLE AND THE ENVIRONMENT • • MAKE ALL PRODUCTS CONSUMER SAFE ENVIRONMENTAL STANDARDS FOR FOREIGN SEAFOD IMPORTS • DEVELOP A WORLDWIDE SUSTAINABILITY PRODUCT INDEX 13
  • 103. WORKS CITED 14
  • 104. WORKS CITED •Hincha-Ownby, Melissa. "Wal-Mart items itAnother Green Step: NewFeb 2010: reduce greenhouse gas emissions of Takes sells.." Forbes.com 26 goal is to 1. Web. 27 Sept 2010. 14
  • 105. WORKS CITED •Hincha-Ownby, Melissa. "Wal-Mart items itAnother Green Step: NewFeb 2010: reduce greenhouse gas emissions of Takes sells.." Forbes.com 26 goal is to 1. Web. 27 Sept 2010. Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The mega-retailer is bringing its low-cost model to a beleaguered industry.." Forbes.com. 07 Sep 2010: 3. Print. 14
  • 106. WORKS CITED •Hincha-Ownby, Melissa. "Wal-Mart items itAnother Green Step: NewFeb 2010: reduce greenhouse gas emissions of Takes sells.." Forbes.com 26 goal is to 1. Web. 27 Sept 2010. Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The mega-retailer is bringing its low-cost model to a beleaguered industry.." Forbes.com. 07 Sep 2010: 3. Print. Mufson, Steven. "In China, Wal-Mart presses suppliers on labor, environmental standards." Washington Post 28 Feb 2010, Print. 14
  • 107. WORKS CITED •Hincha-Ownby, Melissa. "Wal-Mart items itAnother Green Step: NewFeb 2010: reduce greenhouse gas emissions of Takes sells.." Forbes.com 26 goal is to 1. Web. 27 Sept 2010. Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The mega-retailer is bringing its low-cost model to a beleaguered industry.." Forbes.com. 07 Sep 2010: 3. Print. Mufson, Steven. "In China, Wal-Mart presses suppliers on labor, environmental standards." Washington Post 28 Feb 2010, Print. Plumber, Bradford. "The New Republic: How Good Is Wal-Mart's Green?." npr.org 28 Feb 2010: 1. Web. 19 Oct 2010. 14
  • 108. WORKS CITED •Hincha-Ownby, Melissa. "Wal-Mart items itAnother Green Step: NewFeb 2010: reduce greenhouse gas emissions of Takes sells.." Forbes.com 26 goal is to 1. Web. 27 Sept 2010. Knowledge@Wharton, . "Wal-Mart Gives Banks A Run For Their Money: The mega-retailer is bringing its low-cost model to a beleaguered industry.." Forbes.com. 07 Sep 2010: 3. Print. Mufson, Steven. "In China, Wal-Mart presses suppliers on labor, environmental standards." Washington Post 28 Feb 2010, Print. Plumber, Bradford. "The New Republic: How Good Is Wal-Mart's Green?." npr.org 28 Feb 2010: 1. Web. 19 Oct 2010. Rosenbloom, Stephanie. " At Wal-Mart, Labeling to Reflect Green Intent." New York Times 15 Jul. 2009: B1. Print. 14