Rome, February 13 2008 Doc.  Antonio  Maiuri New actors in the post industrial global economy: Wal  Mart
<ul><li>Wal  Mart’s numbers: </li></ul><ul><li>Operate in 15 foreign States under differents brands. </li></ul><ul><li>65...
<ul><li>Wal  Mart’s numbers: main competitors’ revenues </li></ul><ul><li>1.900.000 employees in front to the first compe...
<ul><li>Augmenting end user’s value with the cost reduction of sought benefits, through to the following formula:  </li></...
<ul><li>“ Productivity cycle” theory:   </li></ul>Costs reduction Retail prices reduction Sales increase Revenues increase
<ul><li>Porter’s “5 forces model” </li></ul>Inner competitiveness Suppliers’ bargain power Buyers’ bargain power  New entr...
<ul><li>Strengthens: </li></ul><ul><ul><li>Economies of scale, huge catchment area, high brand equity. </li></ul></ul><ul>...
<ul><li>Influence on top of the supply chain: the suppliers accept.. </li></ul><ul><li>to reorganize their costs structure...
<ul><li>In conclusion: </li></ul><ul><li>Controlling goods’ sell-out price, Wal  Mart determines  de facto  the sell-in p...
<ul><li>                              </li></ul><ul><li>Thanks for the attention! </li></ul><ul><li>         ...
Upcoming SlideShare
Loading in...5
×

New actors in the post industrial global economy: Wal Mart

1,393

Published on

Master IMC's final work presentation ENG

Published in: Business, Career
0 Comments
1 Like
Statistics
Notes
  • Be the first to comment

No Downloads
Views
Total Views
1,393
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
0
Likes
1
Embeds 0
No embeds

No notes for slide
  • Presentazione project work master IMC, A.A. 2006/2007. Autor: Antonio Maiuri
  • New actors in the post industrial global economy: Wal Mart

    1. 1. Rome, February 13 2008 Doc. Antonio Maiuri New actors in the post industrial global economy: Wal  Mart
    2. 2. <ul><li>Wal  Mart’s numbers: </li></ul><ul><li>Operate in 15 foreign States under differents brands. </li></ul><ul><li>6500 stores spreaded around the world. 4000 of them in the US. </li></ul><ul><li>80% of the US population has a WM store in a range of 8 km from home. </li></ul><ul><li>WM holds the 21% of toys’ US market share, 23% of cosmetics and 27% of home goods. </li></ul>
    3. 3. <ul><li>Wal  Mart’s numbers: main competitors’ revenues </li></ul><ul><li>1.900.000 employees in front to the first competitor’s 355.000 employees </li></ul>source: the internet
    4. 4. <ul><li>Augmenting end user’s value with the cost reduction of sought benefits, through to the following formula: </li></ul><ul><li>Generate revenues accross the augmented storehouse’s supply rotation. </li></ul><ul><li>Business model: Cost leadership </li></ul>
    5. 5. <ul><li>“ Productivity cycle” theory: </li></ul>Costs reduction Retail prices reduction Sales increase Revenues increase
    6. 6. <ul><li>Porter’s “5 forces model” </li></ul>Inner competitiveness Suppliers’ bargain power Buyers’ bargain power New entrants Substitutive products Pressure upon suppliers
    7. 7. <ul><li>Strengthens: </li></ul><ul><ul><li>Economies of scale, huge catchment area, high brand equity. </li></ul></ul><ul><li>Weakness: </li></ul><ul><ul><li>Decentralized stores, staff reduced to the minimum. </li></ul></ul><ul><li>Opportunity: </li></ul><ul><ul><li>Foreign markets penetration and diversification. </li></ul></ul><ul><li>Threats: </li></ul><ul><ul><li>High competitiveness, clients’ unfaithfulness, “prices war”. </li></ul></ul><ul><li>SWOT analisys </li></ul>
    8. 8. <ul><li>Influence on top of the supply chain: the suppliers accept.. </li></ul><ul><li>to reorganize their costs structure. </li></ul><ul><li>to decrease of 5% per year their products’ price. </li></ul><ul><li>to bring modifies to existing products (packaging, product, etc) </li></ul><ul><li>to finance marketing researches to improve products’ exposure through the store (e.g. category captain) </li></ul><ul><li>to a Just in time logistics through each store. </li></ul>
    9. 9. <ul><li>In conclusion: </li></ul><ul><li>Controlling goods’ sell-out price, Wal  Mart determines de facto the sell-in price within the supply chain. </li></ul><ul><li>Wal  Mart does not suffer , but exerts pressure upon suppliers which want to relate commercially with him, giving “less power”, in the specific case, to Porter’s theory. </li></ul>
    10. 10. <ul><li>          </li></ul><ul><li>Thanks for the attention! </li></ul><ul><li>          </li></ul>Contact: antonio.maiuri@alice.it

    ×