The document provides an overview of Walmart's history, operations, strategies for international expansion, and lessons learned. It discusses Walmart's vision, mission, and goals, as well as its business model, value chain, and key competitive advantages. Regarding internationalization, the document examines Walmart's reasons for expanding abroad, entry decisions, examples of success in Mexico and Canada, and failures in Germany and India. Overall, the document analyzes Walmart's path to becoming a global retailer and identifies factors for successful international transfer of core competencies.
Walmart has dominated the retail industry for decades due to its massive scale of operations and low prices. However, its continued dominance faces threats from legislation targeting its business practices and a tarnished brand image from critics arguing it harms local communities and workers. While Walmart's efficient operations are currently successful, maintaining this efficiency without harming stakeholders or breaking laws will be challenging barriers for the company to overcome if it wants to ensure its dominance continues long-term.
Walmart is an American multinational retail corporation that operates chains of hypermarkets, discount department stores, and grocery stores. Sam Walton founded the first Walmart store in Rogers, Arkansas in 1962. Walmart is now the world's largest company by revenue and the largest private employer in the world. It operates through three main segments: Walmart US, Walmart International, and Sam's Club. Key competitors include Target, Dollar General, Tesco, Metro AG, and Amazon. Walmart uses a variety of marketing strategies to offer low prices on a wide range of products and services.
1) Walmart began as a single discount store founded by Sam Walton in 1962 and grew to become the largest retailer in the world through a strategy of low prices, efficient supply chain management, and expansion into new store formats like Sam's Club warehouses and Supercenters.
2) By 1994, Walmart had over 1,900 discount stores and was expanding aggressively into new markets, with Supercenters and Sam's Clubs becoming major drivers of growth.
3) Walmart's low-cost business model and ability to pressure suppliers on price gave it a strong competitive advantage over rivals in the retail industry.
Introduction to Wal-Mart
An American public corporation that runs a chain of large discount department stores & warehouse stores.
World's largest public corporation by revenue.
Largest private employer in the world.
Fourth largest utility or commercial employer.
Largest grocery retailer in the United States.
Largest toy seller in the United States.
World’s biggest retailer.
This document discusses Walmart's global supply chain management. It provides details on Walmart's operations in over 11,000 stores across 27 countries. Key aspects of Walmart's supply chain include vendor managed inventory, strategic supplier partnerships, cross-docking, barcoding, RFID tracking, and information sharing with suppliers. The document also summarizes Big Bazaar's supply chain partnership with Unilever in India, including procurement, inventory management, and a program to foster collaboration between retailers and suppliers.
This document provides an overview of Walmart's business strategy. It discusses Walmart's cost leadership strategy through aggressive pricing, maintaining prices 20% lower than competitors. Walmart is able to generate surplus profits through large volumes sold, which are reinvested in facilities. The document also outlines Walmart's marketing strategies of tailoring merchandise and store experience to customer needs. It discusses using customer data and RFID tags to improve inventory management and reduce costs. Overall, the document summarizes that Walmart founder Sam Walton placed customers and quality at the forefront of the business strategy, which has led to Walmart becoming a model of success.
This presentation provides an overview of Walmart, including:
1) An introduction to Walmart as the world's largest retailer, founded in 1962 in Arkansas.
2) Details on Walmart's history, business description, vision/mission/values, corporate strategy of market dominance and international expansion.
3) Analysis of Walmart's competitive strategies of low cost leadership and differentiation, as well as its business strategies centered around low prices, vendor relationships, and technology investment.
4) Criticisms faced by Walmart regarding its impacts on local communities, treatment of employees, and various legal issues.
The presentation covers Walmart's operations, strategies, and criticisms in comprehensive detail over 12 sections.
WalMart's Global Strategies. This Power Point Presentation was prepared for MGT 340 Class at Pace University.
This Presentation will help you answer the following questions:
What was Walmart’s early global expansion strategy? Why did it choose to first enter Mexico and Canada rather expand into Europe and Asia?
What cultural problems did Walmart face in some of the international markets it entered? Which early strategies succeeded and which failed? Why? What lessons did it learn from its experience in Germany and Japan?
How would you characterize Walmart’s Latin American strategy? What countries were targeted as part of this strategy? What potential does this region brings to Walmart’s future global expansion? What cultural challenges and opportunities has Walmart faced in Latin America?
What group of countries will be targeted for Walmart’s future growth? What are the attractiveness and risk profiles of these countries? What regions of the world do you think will be vital for Walmart’s future global expansion?
Walmart has dominated the retail industry for decades due to its massive scale of operations and low prices. However, its continued dominance faces threats from legislation targeting its business practices and a tarnished brand image from critics arguing it harms local communities and workers. While Walmart's efficient operations are currently successful, maintaining this efficiency without harming stakeholders or breaking laws will be challenging barriers for the company to overcome if it wants to ensure its dominance continues long-term.
Walmart is an American multinational retail corporation that operates chains of hypermarkets, discount department stores, and grocery stores. Sam Walton founded the first Walmart store in Rogers, Arkansas in 1962. Walmart is now the world's largest company by revenue and the largest private employer in the world. It operates through three main segments: Walmart US, Walmart International, and Sam's Club. Key competitors include Target, Dollar General, Tesco, Metro AG, and Amazon. Walmart uses a variety of marketing strategies to offer low prices on a wide range of products and services.
1) Walmart began as a single discount store founded by Sam Walton in 1962 and grew to become the largest retailer in the world through a strategy of low prices, efficient supply chain management, and expansion into new store formats like Sam's Club warehouses and Supercenters.
2) By 1994, Walmart had over 1,900 discount stores and was expanding aggressively into new markets, with Supercenters and Sam's Clubs becoming major drivers of growth.
3) Walmart's low-cost business model and ability to pressure suppliers on price gave it a strong competitive advantage over rivals in the retail industry.
Introduction to Wal-Mart
An American public corporation that runs a chain of large discount department stores & warehouse stores.
World's largest public corporation by revenue.
Largest private employer in the world.
Fourth largest utility or commercial employer.
Largest grocery retailer in the United States.
Largest toy seller in the United States.
World’s biggest retailer.
This document discusses Walmart's global supply chain management. It provides details on Walmart's operations in over 11,000 stores across 27 countries. Key aspects of Walmart's supply chain include vendor managed inventory, strategic supplier partnerships, cross-docking, barcoding, RFID tracking, and information sharing with suppliers. The document also summarizes Big Bazaar's supply chain partnership with Unilever in India, including procurement, inventory management, and a program to foster collaboration between retailers and suppliers.
This document provides an overview of Walmart's business strategy. It discusses Walmart's cost leadership strategy through aggressive pricing, maintaining prices 20% lower than competitors. Walmart is able to generate surplus profits through large volumes sold, which are reinvested in facilities. The document also outlines Walmart's marketing strategies of tailoring merchandise and store experience to customer needs. It discusses using customer data and RFID tags to improve inventory management and reduce costs. Overall, the document summarizes that Walmart founder Sam Walton placed customers and quality at the forefront of the business strategy, which has led to Walmart becoming a model of success.
This presentation provides an overview of Walmart, including:
1) An introduction to Walmart as the world's largest retailer, founded in 1962 in Arkansas.
2) Details on Walmart's history, business description, vision/mission/values, corporate strategy of market dominance and international expansion.
3) Analysis of Walmart's competitive strategies of low cost leadership and differentiation, as well as its business strategies centered around low prices, vendor relationships, and technology investment.
4) Criticisms faced by Walmart regarding its impacts on local communities, treatment of employees, and various legal issues.
The presentation covers Walmart's operations, strategies, and criticisms in comprehensive detail over 12 sections.
WalMart's Global Strategies. This Power Point Presentation was prepared for MGT 340 Class at Pace University.
This Presentation will help you answer the following questions:
What was Walmart’s early global expansion strategy? Why did it choose to first enter Mexico and Canada rather expand into Europe and Asia?
What cultural problems did Walmart face in some of the international markets it entered? Which early strategies succeeded and which failed? Why? What lessons did it learn from its experience in Germany and Japan?
How would you characterize Walmart’s Latin American strategy? What countries were targeted as part of this strategy? What potential does this region brings to Walmart’s future global expansion? What cultural challenges and opportunities has Walmart faced in Latin America?
What group of countries will be targeted for Walmart’s future growth? What are the attractiveness and risk profiles of these countries? What regions of the world do you think will be vital for Walmart’s future global expansion?
Wal-Mart has achieved tremendous success through a strategic focus on dominating retail markets wherever it operates, expanding aggressively in the US and internationally, and creating widespread brand recognition associated with low prices and quality. It implements these strategies by maintaining low costs, opening numerous store formats like supercenters and Sam's Club warehouses, and branching into new retail sectors. While largely successful, Wal-Mart faces some criticism that it has negatively impacted local businesses and pays low wages.
This is our Principle of practices and management presentation which we gave in our pgdm program at srms ibs, lucknow. i would like to thnk our professor ekta mam and my group members
Walmart was founded in 1962 and has grown to include over 8,400 retail units across 15 countries. As the largest private employer worldwide with over 2 million employees, Walmart utilizes various competitive strategies like everyday low pricing and cultural adaptation. Key aspects of Walmart's capacity planning include over 900 million square feet of facilities, $405 billion in annual sales, and a workforce of 2.1 million employees worldwide. The company leverages supply chain management and Just-In-Time practices with over 2,500 suppliers to maintain low prices while meeting customer demand.
Wal-Mart failed in Germany for several cultural, institutional, and strategic reasons. Culturally, Wal-Mart's American-style corporate culture did not align with German culture. Institutionally, German government restrictions limited Wal-Mart's ability to operate. Strategically, Wal-Mart acquired weak brands in poor locations and faced strong competition. Its entry also occurred during an economic recession. Overall, Wal-Mart lacked sufficient research, preparation, and understanding of the German retail market.
Walmart is the world's largest company and retailer, operating over 8,500 stores globally under 55 names. Headquartered in Bentonville, Arkansas, Walmart employs over 2.2 million people worldwide. While primarily known as Walmart in the US, it operates as Walmex in Mexico, Asda in the UK, Seiyu in Japan, and Best Price in India. In India, Walmart has partnered with Bharti Enterprises to open Best Price Modern Wholesale stores, selling a wide range of products at wholesale prices to local retailers. Walmart's success is driven by its everyday low price strategy and efficient supply chain and logistics operations.
Walmart is an American multinational retail corporation that operates a chain of hypermarkets, discount department stores, and grocery stores. It is the world's largest company by revenue and one of the world's most valuable companies. Walmart has over 2 million employees worldwide and operates under different names in 15 countries. It sources products from over 2,500 minority- and women-owned suppliers. Walmart uses innovative supply chain and inventory management strategies like just-in-time and radio frequency identification to deliver low prices efficiently. In India, Walmart has a joint venture called Best Price that operates wholesale stores targeting small business owners.
Analysis of Wal-Mart using some Strategic Management tools:
*** Value Chain
*** Strategic Position And Action Evaluation (SPACE)
*** Resource & Capabilities analysis
***
Sam Walton founded Walmart and changed the retail business model to focus on low prices, wide product selection, and customer satisfaction. Walmart is now the world's largest company by revenue, generating over $446 billion annually from over 11,000 stores worldwide. Under CEO Michael Duke, Walmart operates various store formats in the US and has expanded internationally through joint ventures in countries like Mexico, China, and India.
Walmart has pursued various globalization strategies over time. It initially used a multidomestic strategy in the Americas, which was very successful. However, using a global strategy in other countries without developing economies of scale led to failures, such as in Germany and Korea. Now Walmart is trying to move towards a transnational strategy to better leverage both local and global competencies. Its transnational approach worked well in the UK but has proven difficult to replicate elsewhere.
This document provides an overview and analysis of Walmart through a 12-point presentation. It begins with an introduction to Walmart, providing statistics on its size and scope of operations. The presentation then outlines the topics to be covered, including Walmart's history, business description, vision/mission/values, corporate and competitive strategies, SWOT analysis, five forces model, supply chain management, success factors, and criticisms. For each main topic, supporting details and explanations are provided through text, charts, and diagrams. The overall summary focuses on profiling Walmart as the world's largest retailer through analyzing its business model, strategies, and performance over time.
Walmart has highly effective supply chain management practices that have contributed significantly to its success. It uses procurement strategies like direct sourcing from manufacturers and vendor managed inventory. Logistically, it employs cross-docking and a hub-and-spoke distribution model. Walmart also pioneered the use of IT in supply chain management, developing systems for inventory tracking, replenishment, and collaboration with suppliers. These integrated IT systems and data-driven practices help Walmart maintain low inventory levels while still ensuring high product availability.
Wal-Mart is the world's largest retailer, operating over 6,700 stores globally. It began as a single discount store in Rogers, Arkansas in 1962. Key facts about Wal-Mart include its annual sales of $348.6 billion in 2006, over 1.9 million employees worldwide, and Sam Walton's family owning 40% of the company. Wal-Mart has expanded internationally in recent decades, now operating stores in 14 other countries through subsidiaries and acquisitions. However, entering some foreign markets like Germany and South Korea proved unsuccessful due to difficulties adapting to local labor laws and competition.
Walmart was founded in 1962 and has grown to over 11,000 locations worldwide generating $476 billion in annual revenue. It utilizes a robust supply chain management system including vendor managed inventory, electronic data interchange, cross-docking distribution centers, and a satellite-linked point of sale system to track inventory in real-time. This efficient supply chain and focus on low prices has made Walmart the largest retailer in the world.
This Presentation Explains about the Various Segments of the Retail Giant Walmart's Supply Chain. The CRM, SCM, SRM sections are discussed. We have also done a bit of additional research on the meat Supply at Walmart.
Walmart began in 1962 in Rogers, Arkansas and has since grown to be a massive global retailer. It operates over 7,300 stores worldwide, employing over 2 million associates. Walmart aims to save people money so they can live better. Over the years it has expanded from discount retail stores to include supercenters and international operations in countries like Mexico, Canada, and the UK. Walmart continues to grow, with record sales and increasing numbers of stores and customers globally.
The document discusses the history and operations of Walmart, beginning with the origins of discount retailing in the US in the 1950s. It notes Walmart and Kmart's founding in the 1960s and their growth through innovations in the 1980s and 1990s with larger supercenter formats. The summary provides details on Walmart's operations as of 2003, including over 4,600 stores across the US, supply chain and distribution networks, merchandising and pricing strategies, and management practices emphasizing responsibility, control, commitment and strategic analysis that contributed to its success.
Wal-Mart has achieved tremendous success through efficient supply chain management practices such as centralized distribution, direct procurement from manufacturers, efficient logistics and transportation systems, and information technology to track inventory and sales. Key aspects of Wal-Mart's supply chain include the "hub and spoke" distribution system, use of EDI and RFID technology, collaborative planning with suppliers, and inventory management techniques like cross-docking and replenishment of stores from distribution centers. While initiatives like CPFR and RFID implementation presented challenges, Wal-Mart's focus on low costs, customer satisfaction, and supply chain innovation have been pivotal to its dominance as the world's largest retailer.
Sam Walton founded Walmart in 1940 and it has grown to become the world's largest retailer. Walmart pioneered efficient supply chain management practices like centralized distribution and electronic data interchange with suppliers. This allowed Walmart to offer low prices while maintaining high sales volumes. Walmart's use of technology like barcodes, data warehouses, and GPS tracking further optimized its supply chain and logistics operations.
Walmart was founded by Sam Walton in 1962 and began as a publically traded company in 1970. By the late 1980s and 1990s, it had become the largest retailer in the US and expanded internationally. However, Walmart has also made some poor strategic decisions in foreign markets by failing to understand local customs and cultures. The article then discusses rational and group decision making models and how participation can impact employee commitment and performance.
This document provides an in-depth analysis of Walmart's global strategic management and electronic distribution strategies. It discusses Walmart's history since being founded in 1962, outlines its external and internal environments, and analyzes its business level, corporate level, international, and digital business strategies. The document also examines Walmart's strategic implementation approaches, including strategic control, governance, organizational design, leadership, innovation, and new ventures. It proposes alternative solutions to Walmart's challenges and makes recommendations.
Wal-Mart has achieved tremendous success through a strategic focus on dominating retail markets wherever it operates, expanding aggressively in the US and internationally, and creating widespread brand recognition associated with low prices and quality. It implements these strategies by maintaining low costs, opening numerous store formats like supercenters and Sam's Club warehouses, and branching into new retail sectors. While largely successful, Wal-Mart faces some criticism that it has negatively impacted local businesses and pays low wages.
This is our Principle of practices and management presentation which we gave in our pgdm program at srms ibs, lucknow. i would like to thnk our professor ekta mam and my group members
Walmart was founded in 1962 and has grown to include over 8,400 retail units across 15 countries. As the largest private employer worldwide with over 2 million employees, Walmart utilizes various competitive strategies like everyday low pricing and cultural adaptation. Key aspects of Walmart's capacity planning include over 900 million square feet of facilities, $405 billion in annual sales, and a workforce of 2.1 million employees worldwide. The company leverages supply chain management and Just-In-Time practices with over 2,500 suppliers to maintain low prices while meeting customer demand.
Wal-Mart failed in Germany for several cultural, institutional, and strategic reasons. Culturally, Wal-Mart's American-style corporate culture did not align with German culture. Institutionally, German government restrictions limited Wal-Mart's ability to operate. Strategically, Wal-Mart acquired weak brands in poor locations and faced strong competition. Its entry also occurred during an economic recession. Overall, Wal-Mart lacked sufficient research, preparation, and understanding of the German retail market.
Walmart is the world's largest company and retailer, operating over 8,500 stores globally under 55 names. Headquartered in Bentonville, Arkansas, Walmart employs over 2.2 million people worldwide. While primarily known as Walmart in the US, it operates as Walmex in Mexico, Asda in the UK, Seiyu in Japan, and Best Price in India. In India, Walmart has partnered with Bharti Enterprises to open Best Price Modern Wholesale stores, selling a wide range of products at wholesale prices to local retailers. Walmart's success is driven by its everyday low price strategy and efficient supply chain and logistics operations.
Walmart is an American multinational retail corporation that operates a chain of hypermarkets, discount department stores, and grocery stores. It is the world's largest company by revenue and one of the world's most valuable companies. Walmart has over 2 million employees worldwide and operates under different names in 15 countries. It sources products from over 2,500 minority- and women-owned suppliers. Walmart uses innovative supply chain and inventory management strategies like just-in-time and radio frequency identification to deliver low prices efficiently. In India, Walmart has a joint venture called Best Price that operates wholesale stores targeting small business owners.
Analysis of Wal-Mart using some Strategic Management tools:
*** Value Chain
*** Strategic Position And Action Evaluation (SPACE)
*** Resource & Capabilities analysis
***
Sam Walton founded Walmart and changed the retail business model to focus on low prices, wide product selection, and customer satisfaction. Walmart is now the world's largest company by revenue, generating over $446 billion annually from over 11,000 stores worldwide. Under CEO Michael Duke, Walmart operates various store formats in the US and has expanded internationally through joint ventures in countries like Mexico, China, and India.
Walmart has pursued various globalization strategies over time. It initially used a multidomestic strategy in the Americas, which was very successful. However, using a global strategy in other countries without developing economies of scale led to failures, such as in Germany and Korea. Now Walmart is trying to move towards a transnational strategy to better leverage both local and global competencies. Its transnational approach worked well in the UK but has proven difficult to replicate elsewhere.
This document provides an overview and analysis of Walmart through a 12-point presentation. It begins with an introduction to Walmart, providing statistics on its size and scope of operations. The presentation then outlines the topics to be covered, including Walmart's history, business description, vision/mission/values, corporate and competitive strategies, SWOT analysis, five forces model, supply chain management, success factors, and criticisms. For each main topic, supporting details and explanations are provided through text, charts, and diagrams. The overall summary focuses on profiling Walmart as the world's largest retailer through analyzing its business model, strategies, and performance over time.
Walmart has highly effective supply chain management practices that have contributed significantly to its success. It uses procurement strategies like direct sourcing from manufacturers and vendor managed inventory. Logistically, it employs cross-docking and a hub-and-spoke distribution model. Walmart also pioneered the use of IT in supply chain management, developing systems for inventory tracking, replenishment, and collaboration with suppliers. These integrated IT systems and data-driven practices help Walmart maintain low inventory levels while still ensuring high product availability.
Wal-Mart is the world's largest retailer, operating over 6,700 stores globally. It began as a single discount store in Rogers, Arkansas in 1962. Key facts about Wal-Mart include its annual sales of $348.6 billion in 2006, over 1.9 million employees worldwide, and Sam Walton's family owning 40% of the company. Wal-Mart has expanded internationally in recent decades, now operating stores in 14 other countries through subsidiaries and acquisitions. However, entering some foreign markets like Germany and South Korea proved unsuccessful due to difficulties adapting to local labor laws and competition.
Walmart was founded in 1962 and has grown to over 11,000 locations worldwide generating $476 billion in annual revenue. It utilizes a robust supply chain management system including vendor managed inventory, electronic data interchange, cross-docking distribution centers, and a satellite-linked point of sale system to track inventory in real-time. This efficient supply chain and focus on low prices has made Walmart the largest retailer in the world.
This Presentation Explains about the Various Segments of the Retail Giant Walmart's Supply Chain. The CRM, SCM, SRM sections are discussed. We have also done a bit of additional research on the meat Supply at Walmart.
Walmart began in 1962 in Rogers, Arkansas and has since grown to be a massive global retailer. It operates over 7,300 stores worldwide, employing over 2 million associates. Walmart aims to save people money so they can live better. Over the years it has expanded from discount retail stores to include supercenters and international operations in countries like Mexico, Canada, and the UK. Walmart continues to grow, with record sales and increasing numbers of stores and customers globally.
The document discusses the history and operations of Walmart, beginning with the origins of discount retailing in the US in the 1950s. It notes Walmart and Kmart's founding in the 1960s and their growth through innovations in the 1980s and 1990s with larger supercenter formats. The summary provides details on Walmart's operations as of 2003, including over 4,600 stores across the US, supply chain and distribution networks, merchandising and pricing strategies, and management practices emphasizing responsibility, control, commitment and strategic analysis that contributed to its success.
Wal-Mart has achieved tremendous success through efficient supply chain management practices such as centralized distribution, direct procurement from manufacturers, efficient logistics and transportation systems, and information technology to track inventory and sales. Key aspects of Wal-Mart's supply chain include the "hub and spoke" distribution system, use of EDI and RFID technology, collaborative planning with suppliers, and inventory management techniques like cross-docking and replenishment of stores from distribution centers. While initiatives like CPFR and RFID implementation presented challenges, Wal-Mart's focus on low costs, customer satisfaction, and supply chain innovation have been pivotal to its dominance as the world's largest retailer.
Sam Walton founded Walmart in 1940 and it has grown to become the world's largest retailer. Walmart pioneered efficient supply chain management practices like centralized distribution and electronic data interchange with suppliers. This allowed Walmart to offer low prices while maintaining high sales volumes. Walmart's use of technology like barcodes, data warehouses, and GPS tracking further optimized its supply chain and logistics operations.
Walmart was founded by Sam Walton in 1962 and began as a publically traded company in 1970. By the late 1980s and 1990s, it had become the largest retailer in the US and expanded internationally. However, Walmart has also made some poor strategic decisions in foreign markets by failing to understand local customs and cultures. The article then discusses rational and group decision making models and how participation can impact employee commitment and performance.
This document provides an in-depth analysis of Walmart's global strategic management and electronic distribution strategies. It discusses Walmart's history since being founded in 1962, outlines its external and internal environments, and analyzes its business level, corporate level, international, and digital business strategies. The document also examines Walmart's strategic implementation approaches, including strategic control, governance, organizational design, leadership, innovation, and new ventures. It proposes alternative solutions to Walmart's challenges and makes recommendations.
Walmart is a large multinational retail corporation that operates discount department stores and warehouse stores. It has over 11,000 stores in 27 countries under 55 banners. Sam Walton founded Walmart in 1962 with a vision of saving people money so they can live better. The company has over 2 million employees worldwide and is guided by core values of integrity, opportunity, family and community, purpose, and responsibility. It aims to give customers low prices, a wide selection, and a pleasant shopping experience.
KPC's Go-to-Market Strategy for Vestas Foreign Expansion in IndiaKey Point Consultants
The document discusses Vestas' opportunity to expand in India by establishing operations in the country. It analyzes factors like India's growing renewable energy sector and lack of electricity access. Gujarat is identified as the optimal location to build a new plant due to market and economic conditions. A proposed strategy involves setting up a greenfield manufacturing plant and sales offices in Mumbai and Surat to target the growing Indian wind power market. Financial projections estimate the investment would become profitable within 5 years and help Vestas gain a leading position in India.
Vestas has a strong brand founded in a proud legacy and powerful company values. But so too has most competitors.
While everybody is trying to outgun competition through products and innovations - bigger, better, faster, stronger - no one is asking the key question: why does it matter and to whom?
Herein lies a golden opportunity for Vestas: to adopt a people-centric branding approach and claim ownership of this particular brand category.
Two steps will bring Vestas closer to this goal.
1) Be extrovert. Focus on what makes a difference to the people of the world. Vestas takes center stage in “Wind. It means the world to us.” But we also want to be involved. Explain why and how wind also ought to mean the world to the rest of us.
2) Bring people into the Vestas univers. The world is made up of people. That’s why people relate to people. And not to machines or products. Make it easier for us to identify with Vestas by introducing people in pictures, in copywriting, and in cases. Address our wants and needs. Help us realize our dreams and hopes and we’ll love you forever.
Vestas, the world leader in wind energy, partnered with LinkedIn and Vertic to launch an awareness campaign targeting decision makers at Fortune 1000 companies. The campaign delivered dynamically customized banner ads and messages to over 419,000 employees and 300 executives. It also directed users to company-specific microsites containing insights about renewable energy and Vestas. The campaign achieved over 11 million impressions with high click-through rates. It drove over 10,000 visitors who spent an average of 7 minutes on the personalized microsites. The campaign successfully expanded Vestas' reach and positioned them as a preferred partner among corporate stakeholders.
This document outlines Vestas China Wind Technology's Quality and Process Excellence Plan. It includes an organization chart showing the Quality and Process Excellence organization. It then details the proposed roles and responsibilities of the Quality and Process Excellence group for sales, production, construction, service, product development, and other areas. It also includes plans for new product quality, quality awareness training, continuous improvement, and quality performance analysis. Charts are presented showing quality metrics and cost of poor quality trends over time.
This presentation gives a brief description of India's retail industry, focussing on organised and unorganised retail industry. then it details out the partnership between Bharti and Walmart. How a foreign player( best in the world) is making entry inot Indian market and why so?
What are the benefits out of it ?
What are the problems with indian retail industry that foreign players can resolve?
Why is the entry of foreign players difficult?
Wal-Mart is the world's largest retailer, operating over 10,000 stores in 27 countries. It was founded in 1962 in Arkansas and has since grown significantly through global expansion. Wal-Mart offers a one-stop shopping experience for various product categories along with grocery. While it has had success in some international markets through acquisitions and partnerships, it also faced challenges breaking into other markets like Germany. In India, Wal-Mart has a joint venture with Bharti Enterprises operating wholesale cash-and-carry stores under the Best Price brand. Wal-Mart sees potential in India given the growth of the middle class and emerging retail market, but also faces restrictions and resistance in fully entering the country.
Wal-Mart's strategies for 2008 include expanding internationally with 600 new stores and 300-400 health clinics in US stores. It aims to increase revenue by 11.7% over 2006 through acquisitions and green initiatives like LED parking lot lights. Its main competitor, Target, aims to attract younger shoppers through limited-time food deals. The document recommends Wal-Mart improve community relations, redevelop clothing campaigns, launch gift card and food promotions, and expand its "green" strategy to compete with Target. An implementation plan provides timelines to carry out these recommendations from May 2008 through January 2009.
This document discusses Walmart's information systems and how they contributed to the company's success. It describes how Walmart invested heavily in technologies like barcode scanning, satellite communications, data warehouses, and retail link to track inventory, sales, and replenish stores. This real-time data sharing with suppliers through EDI improved forecasting and replenishment. Walmart's information systems transformed its supply chain operations and enabled it to grow rapidly while reducing costs.
CRM Policies: Comparing Walmart and TargetKatelyn Jones
I put this presentation together for a management class. It was a group project and we had to research a topic and present on it at the end of the semester. My team chose Customer Relationship Management and we compared the CRM policies of retail giants Walmart and Target.
This presentation was prepared in United world School of Business by our group of PGDM (1st year). This presentation is about the MIS-Management Information System in Walmart.
Bharti Airtel is the largest telecommunications company in India, with over 261 million subscribers across 20 countries. It was founded in 1995 as Bharti Tele-Ventures and provides a wide range of services including mobile, home phones, broadband, and DTH. Key highlights include partnerships with Mercedes for Formula One racing and launching a cloud platform with HP. Bharti Airtel is focused on putting customers first and enriching lives through understanding customer needs. It has a strong corporate social responsibility program carried out through Bharti Foundation to improve education.
The document discusses determining the optimal level of product availability in a supply chain. It covers factors that affect optimal availability such as costs of overstocking and understocking. Different scenarios are examined, including seasonal items with a single order, continuously stocked items where demand is either backlogged or lost during stockouts, and evaluating availability with quantity discounts. Formulas for determining the optimal cycle service level and reorder point are provided. An example calculation for a seasonal item is shown.
The document discusses derivatives markets and is presented by Mrs. Samiya Mubeen. It defines derivatives as financial instruments whose prices are derived from underlying assets such as equities, loans, bonds, interest rates and currencies. It discusses the needs for derivatives markets, participants including hedgers, speculators and arbitragers. It also outlines various types of derivatives including forwards, futures, options, warrants, LEAPS and baskets. The document notes advantages such as price discovery, risk management and market efficiency. It mentions disadvantages such as lack of thorough investigation and information about derivatives markets.
This document summarizes and compares the case study method and genetic research method. The case study method involves analyzing a specific organization, person, technology or product to understand the context, identify problems and possible solutions. It aims to promote reflective thinking in students. Genetic research involves studying human DNA to identify genetic and environmental factors that cause diseases. It examines mutations, differences in proteins and characteristics to gather information about individuals and their relatives for purposes like disease detection and treatment. The key difference is that genetic research examines influences over a lifetime while case studies analyze shorter time periods and focus more on discovering causes and effects.
This document outlines digital marketing services for Banque and Co, a school catering company in Indonesia. It discusses performing research to understand goals and competitors, analyzing the company's current online presence, and developing a strategic digital marketing plan. The plan includes optimizing the website, using social media, blogging, newsletters, and analytics to increase brand awareness and grow new customer leads by 10% per month. Regular reports will measure progress towards goals of engaging the target audience and growing the school catering business through digital channels.
Practical Considerations for Displaying Quantitative DataCory Lown
Many librarians need to express data visually in reports, papers, and presentations. The goal of this talk is to cover the basics of effectively displaying quantitative data visually. It will include an overview of quantitative data types and common quantitative relationships that can be expressed visually. The talk will emphasize practical considerations and guidance for effectively selecting and designing data visualizations, such as those found in everyday tools like Microsoft Excel and the Google Visualization API.
John Noble of Best Buy faces a strategic decision on implementing a dual-brand strategy in China after acquiring a majority stake in Five Star, China's third largest electronics retailer. Best Buy had successfully used a dual brand strategy in Canada previously. Noble must determine if it will work in China given differences in the market and consumer behavior compared to Canada. Best Buy has done extensive research on the Chinese market and competitors. It believes factors like consumer centricity, universal appeal of dual branding, standardized operations, and after-sales service through Geek Squad position it well to replicate the dual brand model in China if it tailors the strategy to China's unique economic and consumer conditions.
This document discusses market sizing and determining the opportunity for a new business idea. It provides guidance on moving out of the customer discovery and validation phases, identifying the target market, and estimating the size of the market using top-down and bottom-up approaches. Examples of each approach are given to illustrate how to size a market from a high level total addressable market view or by aggregating projections from individual customer segments.
Walmart is the largest private employer founded in 1962 by Sam Walton. It is headquartered in Bentonville, Arkansas. Walmart pioneered the supercenter concept in 1988 and has expanded globally. It aims to save people money through low prices so they can live better. Walmart uses technology and its massive scale to achieve supply chain efficiency and cost leadership. It faces challenges from competition and negative publicity around its labor and environmental practices.
Wal-Mart has pursued a strategy of cost leadership over the years. It focuses on offering low prices through supply chain efficiencies and large scale operations. As of 2015, Wal-Mart operated over 5,000 retail units globally generating $487.5 billion in annual revenue. Wal-Mart leverages technologies like IT investments, a hub and spoke distribution system, and EDI to gain advantages in procurement, logistics, and inventory management that allow it to maintain everyday low prices. Its low cost strategy has made it the largest retailer in the world but it also faces challenges from competitors and negative publicity around its employment and business practices.
Big data and the bi wild west kognitio hiskey mar 2013Michael Hiskey
Big data and business intelligence are changing rapidly. New types of data and users are emerging, creating both opportunities and challenges. Traditional BI tools may not be able to handle the volume, velocity and variety of big data. Case studies show how companies are using specialized analytics platforms to extract insights from massive amounts of structured and unstructured data in real-time, and applying those insights to improve marketing, customer experience and business operations. Adaptation will be key to staying competitive in this evolving landscape.
Big data and the bi wild west kognitio hiskey mar 2013Kognitio
This session reviews “Big Data” case studies from media analysis, retail analytics and customer loyalty that go beyond the data warehouse and Hadoop. Disruption from the “Facebook generation,” armed with iPads, Droid Phones and netbooks brings a melee of new tools, devices and data sources. An analytical platform is the ‘Golden Spike’ to hitch stable, proven, and mature BI solutions with the data frontier—deep analytics, predictive modeling, sentiment analysis, etc. to enable competitive advantage.
-or- “Big Data and the BI Wild West: Don’t Bring an Elephant to a Gun Fight!”
-or- “Big Data and the BI Wild West: Don’t Bring an Elephant to a Gun Fight!”
Starbucks global quest in 2008: is the best yet to come?Yohann HELSON
This document provides an analysis of Starbucks' business and recommendations for its future strategy. It summarizes that Starbucks is the largest coffeehouse company in the world with over 20,000 stores in 61 countries. It identifies opportunities for international expansion but recommends focusing on improving customers' in-store experience by enhancing the atmosphere and "third place" concept to continue its strong financial performance and challenge the status quo.
This .ppt was designed to be a bit more self-explanatory, since this version I did not present. It contains numerous hyperlinks to various sources of information on the project.
The document discusses strategic planning in retail. It outlines the key components of developing a strategic retail plan, including deciding the store's philosophy, mission, and objectives through establishing a vision and conducting situational analyses. It also discusses formulating a retail strategy using Ansoff's matrix to determine options like market penetration, product development, market development, and diversification. Finally, it discusses implementing the strategic plan and considerations around ethics in retailing related to customers, employees, suppliers, and other stakeholders.
How Men's Wearhouse is Addressing Commerce in the Age of the Informed ConsumerPerficient, Inc.
The document summarizes a presentation about e-commerce solutions. It discusses Perficient's expertise in e-commerce and the evolution of empowered customers. It then discusses Men's Wearhouse challenges with its existing e-commerce platform and how upgrading to WebSphere Commerce Version 7 will provide benefits like improved personalization, testing, and multichannel integration capabilities. The project plan involves a phased migration approach to reduce risks. Lessons learned include getting a strong implementation partner and considering an upgrade in place.
HCL unterhält Partnerschaften mit führenden Einzelhändlern rund um den Globus und weiß, mit welchen Herausforderungen diese Branche zu kämpfen hat Die Einzelhandels- und Consumer Packaged Goods (CPG)-Vertikale von HCL liefert eine Vielfalt an End-to-End-Leistungen quer über die gesamte Wertkette des Einzelhandels. Dazu gehören Vendor Management, Planung, Supply Chain-Aktivitäten bis hin zu Store- und Multi-Channel-Angeboten. HCL verbessert die Lieferketteneffizienz über die Rationalisierung der Ladenaktivitäten, Verwaltung der Waren, Maximierung der Kundentreue bis hin zum Aufbau und zur Verwaltung von E-Commerce-Aktivitäten. Dazu kommen die bekannten Stärken von HCL in Offshore-basierten IT-Services für den Einzelhandel – Anwendungsentwicklung und -wartung, Versicherungs-, Implementierungs- und Verbesserungsservices für Plattformen mit neuen oder vorhandenen Systemen. Das spricht für sich: AMR stuft HCL als führenden Anbieter für den Einzelhandel ein – eine Position, der 7 der 35 weltgrößten Einzelhändler, 10 der 70 weltgrößten Einzelhändler und 4 der indischen Top-5-Einzelhändler zustimmen.
In einem Umfeld, das nur minimale Toleranzen zulässt, sieht sich die Branche mit ähnlichen Herausforderungen wie in anderen Branchen konfrontiert. Der einzige Unterschied ist, dass der Einzelhandel in der modernen Wirtschaft von heute durch eine Kombination dieser Herausforderungen unter Druck gesetzt wird. Die Schnelllebigkeit der Gesellschaft und der immer raschere Technologiewandel begründet die Nachfrage nach neuen, andersartigen und individuellen Produkten, die sofort erhältlich sein sollen. Die kritischen Risiken, denen sich der Einzelhandel heute ausgesetzt sieht, sind u.a.:
•Kürzere Produktlebenszyklen
•Abwicklung von Multi-Channel-Operationen
•Hohe Nachfragevolatilität
•Längere Versorgungsketten
•Offshore-Produktion
•Längere Vorlaufzeiten
•Preisdruck
•Absatzeinbußen und Markenerosion durch nicht vorrätige Produkte
•Extrem wettbewerbsintensive und margenempfindliche Branche
HCL kennt die Herausforderungen und Risiken, die der Einzelhandel in dieser neu entstehenden Welt des globalen Handels bestehen muss. Als Lösung für diese Probleme bieten wir End-to-End-Auftragsabwicklungslösungen inklusive Kundenmanagement, Auftragsmanagement, Standortmanagement, Einkaufsmanagement, Preisfindung und -nachlässe sowie Rechnungsstellung.
Unsere Einzelhandels- und CPG-Kunden können vom gesamten Spektrum an Serviceangeboten – Verbesserung der Lieferketteneffizienz, Rationalisierung der Ladenoperationen, Merchandising, Customer Solutions, Lebenszyklus-Preismanagement im E-Commerce, Enterprise Solutions, RFID und Produkt-Lebenszyklusmanagement profitieren.
Wal-Mart has been able to sustain its competitive advantage and superior performance over the years through several factors:
1) Efficient distribution capabilities and low-cost partnerships with suppliers
2) Advanced data collection and analysis to improve demand forecasting
3) A customer-oriented workforce culture focused on low prices and continuous improvement
4) Maintaining everyday low prices (EDLP) to increase customer satisfaction and loyalty
To continue this success, Wal-Mart should focus on cost leadership through large scale operations and private label brands, address public relations issues, and enhance worker benefits to protect its reputation.
Professionalising sales updated version by taryn 26 september 2011Peter Gilbert
This document discusses the need to transform sales into a true profession. It notes that many sales organizations are struggling due to factors like commoditization, smarter customers, and the internet shifting information to customers. To succeed, sales must focus on determining and communicating value rather than just features. The document provides examples of companies that have competed on value through approaches like guaranteeing outcomes rather than just supplying products. It argues for treating sales as a true profession with university-level training to develop specialized knowledge and skills.
Adidas AG is a large apparel company that was founded in Germany in 1924. It has grown significantly over the years through strategic acquisitions and sponsorships. The company's mission is to be the best sports brand in the world by focusing on the athlete first. Adidas uses strategies like SWOT analysis, PEST analysis, and Porter's Five Forces to analyze its business. The company sees opportunities in expanding its e-commerce business as internet usage grows globally.
Ownership of distribution system provides more control over the entire supply chain and better responsiveness to demand fluctuations. However, using third-party distributors can help reduce costs in some situations. It depends on the specific business context.
This document discusses Dexit Inc.'s opportunity to enter the digital payments market with its own digital currency product. It outlines the company's team and provides a high-level overview of the product, target markets of customers and merchants, revenue model, and marketing mix considerations including price, product, place, promotion, push/pull strategies, and national vs local launch approach. It also includes a SWOT analysis and sections on sustainability, scalability, and lessons learned. The objective is to determine the target markets and appropriate marketing plan to launch the new digital payment product.
New Marketing for the New Economy - KotlerFilipe Mello
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This document analyzes the competitive advantages and disadvantages of Target and Kmart using Porter's Five Forces model and a resource-based view. It identifies key resources such as distribution channels, brand name, human capital, and location. It finds that Target has developed rare and inimitable resources like its brand representing quality at low prices and customer-centric shopping experience. In contrast, Kmart's brand is not as differentiated and it has faced difficulties maintaining supplier relationships and financial stability. The document also examines competitive advantages like diversity of products, quality discount retailing, and pricing strategies. It determines that Target fully exploits its advantages through technology and inventory management while Kmart has more limited slack.
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The Most Inspiring Entrepreneurs to Follow in 2024.pdfthesiliconleaders
In a world where the potential of youth innovation remains vastly untouched, there emerges a guiding light in the form of Norm Goldstein, the Founder and CEO of EduNetwork Partners. His dedication to this cause has earned him recognition as a Congressional Leadership Award recipient.
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Dive into the steadfast world of the Taurus Zodiac Sign. Discover the grounded, stable, and logical nature of Taurus individuals, and explore their key personality traits, important dates, and horoscope insights. Learn how the determination and patience of the Taurus sign make them the rock-steady achievers and anchors of the zodiac.
How are Lilac French Bulldogs Beauty Charming the World and Capturing Hearts....Lacey Max
“After being the most listed dog breed in the United States for 31
years in a row, the Labrador Retriever has dropped to second place
in the American Kennel Club's annual survey of the country's most
popular canines. The French Bulldog is the new top dog in the
United States as of 2022. The stylish puppy has ascended the
rankings in rapid time despite having health concerns and limited
color choices.”
Best practices for project execution and deliveryCLIVE MINCHIN
A select set of project management best practices to keep your project on-track, on-cost and aligned to scope. Many firms have don't have the necessary skills, diligence, methods and oversight of their projects; this leads to slippage, higher costs and longer timeframes. Often firms have a history of projects that simply failed to move the needle. These best practices will help your firm avoid these pitfalls but they require fortitude to apply.
[To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations]
This PowerPoint compilation offers a comprehensive overview of 20 leading innovation management frameworks and methodologies, selected for their broad applicability across various industries and organizational contexts. These frameworks are valuable resources for a wide range of users, including business professionals, educators, and consultants.
Each framework is presented with visually engaging diagrams and templates, ensuring the content is both informative and appealing. While this compilation is thorough, please note that the slides are intended as supplementary resources and may not be sufficient for standalone instructional purposes.
This compilation is ideal for anyone looking to enhance their understanding of innovation management and drive meaningful change within their organization. Whether you aim to improve product development processes, enhance customer experiences, or drive digital transformation, these frameworks offer valuable insights and tools to help you achieve your goals.
INCLUDED FRAMEWORKS/MODELS:
1. Stanford’s Design Thinking
2. IDEO’s Human-Centered Design
3. Strategyzer’s Business Model Innovation
4. Lean Startup Methodology
5. Agile Innovation Framework
6. Doblin’s Ten Types of Innovation
7. McKinsey’s Three Horizons of Growth
8. Customer Journey Map
9. Christensen’s Disruptive Innovation Theory
10. Blue Ocean Strategy
11. Strategyn’s Jobs-To-Be-Done (JTBD) Framework with Job Map
12. Design Sprint Framework
13. The Double Diamond
14. Lean Six Sigma DMAIC
15. TRIZ Problem-Solving Framework
16. Edward de Bono’s Six Thinking Hats
17. Stage-Gate Model
18. Toyota’s Six Steps of Kaizen
19. Microsoft’s Digital Transformation Framework
20. Design for Six Sigma (DFSS)
To download this presentation, visit:
https://www.oeconsulting.com.sg/training-presentations
Top mailing list providers in the USA.pptxJeremyPeirce1
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On episode 272 of the Digital and Social Media Sports Podcast, Neil chatted with Brian Fitzsimmons, Director of Licensing and Business Development for Barstool Sports.
What follows is a collection of snippets from the podcast. To hear the full interview and more, check out the podcast on all podcast platforms and at www.dsmsports.net
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Starting a business is like embarking on an unpredictable adventure. It’s a journey filled with highs and lows, victories and defeats. But what if I told you that those setbacks and failures could be the very stepping stones that lead you to fortune? Let’s explore how resilience, adaptability, and strategic thinking can transform adversity into opportunity.
IMPACT Silver is a pure silver zinc producer with over $260 million in revenue since 2008 and a large 100% owned 210km Mexico land package - 2024 catalysts includes new 14% grade zinc Plomosas mine and 20,000m of fully funded exploration drilling.
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3. Outline
• History Overview
- Vision, Mission and Goals
• Interna & External Analysis
-Value Chain
-SWOT & Pestel Analysis
-5 Forces Model
-Main Competitors
•Internationalization
-Driving Forces
-Entry decisions
-Examples of success and failure
•Suggestions
4. History Overview
• 1962: Walten Brothers opened fist Walmart in
Arkansas
• 1970: Walmart became public
• 1990: 1st National retailer
• 1991: International Expansion
• 1993: Creation of “Great Value”
• 2003: Largest corporation in the world
• 2012: 50th Anniversary
5. Mission Statement, Vision, Goals, & Purpose
Mission Statement:
To help people save money so they can
live better
Goal:
Becoming in an international brand
Vision:
“If we work together, we’ll lower the Advertising slogans:
cost of living for everyone…we’ll give
Save Money. Live better
the world an opportunity to see what
it’s like to save and have a better life.
6. Customer Target
• “Wal-Mart's targeted demographic:
– Modest incomes
– Shoppers interested in prices
• But the customer base is changing
8. Firms’ Value Chain
General administration
Human resource management
Technology development
Procurement
Inbound Outbound Marketing
Operations Service
logistics logistics and sales
9. Support Activities
Firms infrasctructure: close connection between headquarter and local stores.
Human resources:
- Based on Interaction practices between company and employees
-Low pay but other benefits (health care plans, retirement plans, or promotion opportunities)
-2.2 million associates globally.
-Every time we open a supercenter, we provide roughly 300 jobs
-Women57% of our U.S. workforce, 27% of corporate officers, and 20% of our Board of directors.
Techonology development: It is the key factor of the company. It constitutes a competitive advantage against
competitors.
- Computer-based technology
POS (Point of sales) system
Satellite System
Procurement:
-Wal-Mart deals directly with manufacturers, by passing all intermediaries.
- EDI : Electronic data interchange
MANUFACTURER – WALMART - CUSTOMERS
10. Primary Activities
Inbound Operations Outbound Marketing and Service
Logistics Logistics sales
-VMI system 3 business segments: -Hub and spoke - Word of mouth -accepting returned
distribution system. communication. goods
(Vendor managed
a)WalMart stores
inventory) - Super centers - CROSS DOCKING: -focuses on everyday -Satisfaction
- Discount centers logistic technique to low prices guarantee
continuous make the
- Neighborhood
replenishment markets distribution process “Save money, live - Opening
more efficient better” hours(24/7)
-EDI (Electronic b) SAM’S Club
-Sales are on a self-
Data Interchange c)WalMart service, cash-and-carry
international basis.
11. Business Formats
1) Walmart Stores
• Walmart Discount Stores 629 in the US
• Walmart Supercenter: Walmart Discount Stores + Full Service
Supermarket. 3,029 in the US.
• Walmart Market: Previously branded as Walmart Neighborhood
Market. 199 in the US.
2) Sam’s Club. Buy in large quantities. 611 opened
in the US.
13. Distribution Channels
• “Saturation Strategy”
• The company owns a fleet of more than 3,000 trucks and
12,000 trailers.
• The Wal-Mart Way – Cross Docking.
14. Resource - Based View Of The Firm
Difficult to Difficult to
Competency Valuable Rare imitate substitute Conclusion
Integrated technology of supply chain Yes Yes Yes Yes Sustainable Compt. adv
Ability to generate large sales volume Yes No No Yes Comp. Parity
Superior logistics system Yes Yes Yes Yes Sustainable comp. adv
Operation decentralization Yes Yes Yes No Temp. comp. adv
Strong culture Yes Yes Yes Yes Sustainable comp. adv
Human resources (management team and
employee autonomy) Yes Yes Yes No Temp. comp. adv
15. SW
Helpful Harmful
INTERNAL FACTORS
STRENGTHS WEAKNESSES
• Diversity in products & services
•Brand image-weak
• Convenient prices & locations
reputation
• Strong market presence
•Low global presence
• Customer loyalty
•Behind rivals in e-
• Strong financial performance
commerce
• Cost and pricing advantages over
rivals
• Good supply chain
EXTERNAL FACTORS
• Global Expansion: new geographic • Intense Competition
areas • Laws and Regulations:
• Increasing online sales Trade policy
• Strategic alliances • Cultural barriers
Acquiring rival firms • Current economy
• Slow market growth
• Transport of distinctive
comptency
OPPORTUNITIES THREATS
16. PESTEL Analysis
• Political: Policies on economy, trading
agreements (NAFTA…) .
• Economical: Unemployment Rate, slightly
increase in consumption.
• Socio Cultural: Faster pace of live- Efficiency is
key.
• Technological: Use of IT technologies. Online
shopping.
• Environmental: Recycling, Contamination issues.
• Legal: More laws and more complex.
17. The Five Forces Model
1. Bargaining Power of
Customers: Low
I. Customers usually make small purchases.
II. A large number of customers.
III. Wal-Mart’s main customers are
individuals.
2. Bargaining Power of Suppliers:
Medium-Low
I. Wal-Mart purchases huge quantities of
products from its suppliers.
II. Low switching costs from one supplier to
another.
III. Products have a lot of substitutes.
IV. Almost all the products are not critical for
Wal-Mart.
18. The Five Forces Model
3. Potential entrants / Barriers to entry:
Medium-High
I. Economies of scale.
II. High capital requirements.
III. Customers mainly look for products with low prices and
standard quality.
IV. Low switching costs among companies for customers.
V. Requires a precise distribution system.
4. Power of Substitutes: High
I. Prices and quality of substitute products are very competitive.
II. Performance of substitute products are similar.
III. Consumer switching costs are low.
19. The Five Forces Model
• 5. Potential Competitors/ Rivalry: High
I. Wal-Mart represents the 25% share of the U.S. Supermarket
business.
II. Competitors have similar sizes.
III. Industry growth is slow.
IV. Exit barriers are high.
V. There is a high production capacity
WAL-MART main competitors:
Retailer Industry: Supermarket Industry:
• Target • Dollar General
• K-Mart • Lowe’s Food.
21. Main Competitors
Retailer Industry: Target Supermarket Industry:
Dollar General
I. Target is the main competitor of Walmart I. One of the main competitors, pursuing
low prices.
II. ranked #33 in the Fortune 500.
II. Good location in smaller communities is
III. Target offers very similar products.
the main competence advantage.
IV. Target went abroad in January 2011.
III. Strategy: Save time, save money
IV. Many items per $1
Mission: to Make Target your preferred
shopping destination in all channels by
delivering outstanding value, continuous Mission: to best serve others by keeping it real
innovation and exceptional guest experiences. and simple.
22. Business-Level Strategy:
Combined Strategy
Walmart combines a Cost-Leadership
and Differentiation strategies because:
I. Allowed to achieve a large scale and an
efficient supply chain.
II. Has its own low-cost brands, like Great Value.
III. A unique cost structure that allows Walmart to
establish the lowest prices and achieve
competitive advantage. (best value/price
combination )
IV. Present in many different industries and
markets with efficient distribution channels.
V. Very difficult strategy to imitate by offering a
broad quantity of products at a low price.
24. Internationalization
• Reasons for expanding abroad
• Risks
• International Strategy
• Success
• Key issues
25.
26. Forces Favoring Globalization
• 3 main reasons
– Saturated domestic market
– United States represents only 4% of world’s
population (missing of 96% of potential customers)
– Emerging Markets with lower disposable income offer
huge platforms for growth in discount retailer.
• Economies of Scale
• Growth
• Revenues
• Reduce political risk
27. Risks of Expanding Abroad
• Management Risk
– Culture, language, customer
preferences, distribution systems.
• High investment
• Political and Economic risks
• Exchange Rates risk
28. Entry Decisions
• Important decisions any company needs to
face when going international:
– What markets to enter, when and what size.
– What strategy to follow.
– What mode of entry.
29. What markets to enter?
Europe:
•Mature Markets
•High Rivalry
•Lack of strong
costumer relationship
30. What markets to enter?
Asia:
•Most distant
geographically
•Most different culturally
and logistically
•Required high financial
and managerial resources
31. What markets to enter?
Latin America:
• Closest markets
• Large population
•Emerging Markets
35. Mode of entry of International Expansion
Year Country Mode of Entry
1991 Mexico 50% Joint Venture Cifra
1994 Brazil 60% Joint Venture Lojas Americana
1994 Canada Acquisition Woolco (weak player)
1995 Argentina Wholly owned Susbidiary
1996 China New opening, JV, Acquisition
1998 South Korea Adquisition
1999 U.K. Acquisition of ASDA
2002 Japan Acquisition Seiyu
2002 Germany Acquisition of Wertkauf and Spar
2007 India Joint Venture
2011 Southern African Countries Acquisition of Massmart Holding Limited
36. Examples of International Success
• Mexico:
– Largest Walmart’s foreign presence (68%)
– 38% Retail Market Share in Mexico
• Canada
– One of the most successful international expansion
– Acquired Woolco Stores and changed structure
• Both countries are close and were exposed to
Walmart.
37. Examples of International Success
• China:
– Most populous country
– Lower income in middle-class families
– Adaptation to market
– 85% of products from local suppliers.
38. Examples of International Failure
• Germany
– Walmart was not able to benefit from economies of scale
– Unable to become cost leader
– Mode of entry:
• Wertkauf (right move)
• Spar (wrong move)
– Culture differences
– Low profitability market
– Lost $1 Billion
39. Examples of International Failure
• India
– Political and legal barriers:
• Foreign companies are not allowed to set up big stores
unless they sell only one brand.
• South Korea
– Very demanding customers
– Did not customized to market
– Big companies also fail in South Korea
40. Key Success Factors
• A supply chain with integrated technology
• An ability to generate large sales volume (economies of scale)
• Every Day Low Prices
• Superior logistics systems
• Decentralized operations
• A strong and unique culture (in U.S.)